Public Document Pack
STRATEGY COMMITTEE
Members of the Strategy Committee are invited to attend this meeting at South Walks House, Dorchester, Dorset, DT1 1EE to consider the items listed on the following page.
Stuart Caundle Head of Paid Service
Date: Thursday, 7 February 2019 Time: 2.15 pm Venue: Committee Room A & B - South Walks House Members of Committee: A Alford (Chairman), A Thacker (Vice-Chairman), P Barrowcliff, I Gardner, M Hall, S Hosford, S Jones MBE, M Penfold MBE, J Russell and T Yarker
USEFUL INFORMATION For more information about this agenda please telephone Democratic Services on 01305 252216 or email [email protected]
This agenda and reports are also available on the Council’s website at www.dorsetforyou.com/committees/ West Dorset District Council.
Members of the public are welcome to attend this meeting with the exception of any items listed in the exempt part of this agenda.
Disabled access is available for all of the council’s committee rooms. Hearing loop facilities are available. Please speak to a Democratic Services Officer for assistance in using this facility.
Recording, photographing and using social media at meetings The council is committed to being open and transparent in the way it carries out its business whenever possible. Anyone can film, audio-record, take photographs, and use social media such as tweeting and blogging to report the meeting when it is open to the public, so long as they conform to the Council’s protocol, a copy of which can be obtained from the Democratic Services Team. A G E N D A
Page No.
1 APOLOGIES
To receive apologies for absence.
2 CODE OF CONDUCT
Members are required to comply with the requirements of the Localism Act 2011 and the Council’s Code of Conduct regarding disclosable pecuniary and other interests.
Check if there is an item of business on this agenda in which the member or other relevant person has a disclosable pecuniary or other disclosable interest
Check that the interest has been notified to the Monitoring Officer (in writing) and entered in the Register (if not this must be done within 28 days)
Disclose the interest at the meeting (in accordance with the Council’s Code of Conduct) and in the absence of dispensation to speak and/or vote, withdraw from any consideration of the item where appropriate. If the interest is non-pecuniary you may be able to stay in the room, take part and vote.
For further advice please contact Stuart Caundle, Monitoring Officer, in advance of the meeting.
3 MINUTES
To confirm the minutes of last meeting. (previously circulated)
4 FORWARD PLAN 5 - 10
To receive the Forward Plan.
5 FORWARD PLAN SHADOW EXECUTIVE COMMITTEE 11 - 16
To receive the Shadow Executive Committee Forward Plan. 6 QUARTER 3 BUSINESS REVIEW REPORT 17 - 88
To consider a report by the Financial Performance Manager.
7 GRANT REQUEST FROM ST OSMUNDS MIDDLE SCHOOL 89 - 92
To consider a report by the Leisure Commissioning Manager.
8 REQUEST FOR GRANT AND LOAN FROM CAM VALE PARISH 93 - 98 COUNCIL
To consider a report by the Leisure Commissioning Manager.
9 ALLOCATION OF GRANT TO THE BRIDPORT MUSEUMS TRUST 99 - 102
To consider a report by the Leisure Commissioning Manager.
10 ALLOCATION OF GRANT TO THE BEAMINSTER TOWN COUNCIL 103 - 106
To consider a report by the Leisure Commissioning Manager.
11 SUPPORT FOR TOWN CENTRE IMPROVEMENTS IN 107 - 114 DORCHESTER
To consider a report by the Leisure Commissioning Manager.
12 SUPPORT FOR THE DEVELOPMENT OF A HERITAGE TOURISM 115 - 120 STRATEGY FOR DORCHESTER
To consider a report by the Leisure Commissioning Manager.
13 ANNUAL REPORT FOR DORCHESTER SPORTS CENTRE 121 - 140
To consider a report by the Leisure Commissioning Manager.
14 GRANT FUNDING OF BEAMINSTER PUBLIC CONVENIENCE 141 - 144 PROJECT
To consider a report by the Strategic Director. 15 NEW VISUAL ARTS VENUE IN SHERBORNE - REQUEST FOR 145 - 156 RIGHTS OF ACCESS AND A LEASE OF PARKING SPACES IN OLD MARKET CAR PARK
To consider a report by the Estates Manager.
16 LEASING OF THE GROVE IN BRIDPORT 157 - 160
To consider a report by the Estates Manager.
17 REVIEW ON DOG CONTROLS 161 - 172
To consider a report by the Team Leader – Environmental Protection.
18 ADOPTION OF DORSET AONB MANAGEMENT PLAN 2019-2024 173 - 230
To consider a report by the Corporate Manager, Planning (Community & Policy Development).
19 URGENT ITEMS
To consider any items of business which the Chair has had prior notification and considers to be urgent pursuant to section 100B (4) )b) of the Local Government Act 1972. The reason for the urgency shall be specified in the minutes.
20 EXEMPT BUSINESS
To move the exclusion of the press and the public for the following item in view of the likely disclosure of exempt information within the meaning of paragraph of schedule 12 A to the Local Government Act 1972 (as amended).
There are no exempt items to report. Strategy Committee Four Month Forward plan 1 February 2019 To 31 May 2019
This Plan contains the decisions that the Council intends to make over the next 4 months, but will be subject to review at each committee meeting. The Plan does not allow for items that are unanticipated, which may be considered at short notice. It is available for public inspection along with all reports (unless any report is considered to be exempt or confidential). Copies of committee reports, appendices and background documents will be published on the council’s website Dorsetforyou.com 3 working days before the meeting. hard copies of the papers will be available upon request.
Notice of Intention to hold a meeting in private - Reports to be considered in private are indicated on the Plan as Exempt. Each item in the plan Page 5 Page marked exempt will refer to a paragraph of the Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012 and these are detailed at the end of this document.
Portfolio Holders Partnership & Joint Working – Cllr A Alford Corporate – Cllr P Barrowcliff Community Safety & Access – Cllr A Thacker Environment Protection & Assets – Cllr J Russell Enabling – Cllr M Penfold Equalities – Cllr S Jones Agenda Item 4 Housing – Cllr T Yarker Planning – Cllr I Gardner Sustainability – Cllr M Hall Vulnerable residents – Cllr S Hosford KEY DECISIONS
Title of Report Purpose of Report Consult Exempt Portfolio Holder & Decision Date Committee Report Author Allocation of grant to To present to the committee for WDDC Portfolio Holder 7 Feb 2019 the Beaminster Town consideration a request from the for Enabling - M Penfold Council Beaminster Town Council for a grant to Tony Hurley, Leisure assist with the construction of a new skate Commissioning park at the Memorial Playing Field in Manager Beaminster Page 6 Page
Non Key Decisions
Title of Report Purpose of Report Consult Exempt Portfolio Holder & Decision Date Committee Report Author Annual report for To receive a report of the performance of WDDC Portfolio Holder 7 Feb 2019 Dorchester Sports the sports centre over previous year, an for Enabling - M Penfold centre and update on update of progress with the resolution of Tony Hurley, Leisure the resolution of build building defects and consider any price Commissioning defects changes as proposed. Manager NON KEY DECISIONS
Title of Report Purpose of Report Documents Exempt Portfolio Holder & Decision Date Report Author Allocation of grant to To present to the committee for WDDC Portfolio Holder 7 Feb 2019 the Bridport Museums consideration a request from the Bridport for Enabling - M Penfold Trust Museums Trust for a grant to assist with Tony Hurley, Leisure conservation of the collection and either Commissioning the relocation to new premises or Manager remedial works to the Coach House.
Quarter 3 Business To provide the strategic overview of WDDC Portfolio Holder 7 Feb 2019 Review Report performance, risk, revenue and capital for Corporate - P
Page 7 Page expenditure and income. Barrowcliff Chris Evans, Financial Performance Manager West Bay Welcome The Dorset Coastal Connections team WDDC Portfolio Holder 7 Feb 2019 Hub - Dorset Coastal has been successful in obtaining grant for Environmental Connections Project monies to construct improvements in West Protection and Assets - Bay. These artist led works are proposed J Russell to be built on land owned by WDDC and, Sarah Cairns, Assistant therefore, require approval Head of Assets and Infrastructure Request for grant and To present to the committee for WDDC Portfolio Holder 7 Feb 2019 loan from Cam Vale consideration a request from the Cam for Enabling - M Penfold Parish Council Vale Parish Council for a grant and a loan Tony Hurley, Leisure to assist with the cost of building a new Commissioning community hall in Longburton. Manager NON KEY DECISIONS
Title of Report Purpose of Report Documents Exempt Portfolio Holder & Decision Date Report Author Progress update on To consider progress towards transferring WDDC Portfolio Holder 7 Feb 2019 West Dorset transfer of assets/services for Community Safety & assets and services Access - A Thacker Stephen Hill, Strategic Director Adoption of Dorset To ensure that there is an up-to-date West Dorset WDDC Portfolio Holder 26 Feb 2019 AONB Management management plan for the AONB as District for Planning - I Gardner Plan 2019-2024 required under the Countryside and Council Hilary Jordan, Corporate Rights of Way Act. Strategy Manager - Planning
Page 8 Page Committee Community & Policy 7 Feb 2019 Development Private meetings
The following paragraphs define the reason why the public may be excluded from meetings whenever it is likely in view of the nature of the business to be transacted or the nature of the proceedings that exempt information would be disclosed and the public interest in withholding the information outweighs the public interest in disclosing it to the public. Each item in the plan above marked Exempt will refer to one of the following paragraphs.
1. Information relating to any individual 2. Information which is likely to reveal the identity of an individual 3. Information relating to the financial or business affairs of any particular person (including the authority holding that information) 4. Information relating to any consultations or negotiations, or contemplated consultations or negotiations, in connection with any labour relations matter arising between the authority or Minister of the Crown and employees of, or office holders under, the authority.
Page 9 Page 5. Information in respect of which a claim to legal professional privilege could be maintained in legal proceedings 6. Information which reveal that the authority proposes:- a. To give under any enactment a notice under or by virtue of which requirements are imposed on a person; or b. To make an order or direction under any enactment 7. Information relating to any action taken or to be taken in connection with the prevention, investigation or prosecution of crime. Page 10 Shadow Dorset Council Shadow Executive Committee - Forward Plan - February 2019
For the period 11 FEBRUARY 2019 to 31 MARCH 2019 (publication date – 11 JANUARY 2019)
Explanatory Note: This Forward Plan contains future items to be considered by the Shadow Executive Committee. It is published 28 days before the next meeting of the Committee. The plan includes items for the meeting including key decisions. Each item shows if it is ‘open’ to the public or to be considered in a private part of the meeting.
Definition of Key Decisions Key decisions are defined in the Shadow Dorset Council's Constitution as decisions of the Shadow Executive Committee which are likely to - (a) to result in the relevant local authority incurring expenditure which is, or the making of savings which are, significant having regard to the relevant local authority’s budget for the service or function to which the decision relates (Thresholds - Dorset County Council £500k and District and Borough Councils £100k); or (b) to be significant in terms of its effects on communities living or working in an area comprising two or more wards or electoral divisions in the area of
Page 11 Page the relevant local authority.” In determining the meaning of “significant” for these purposes the Shadow Council will have regard to any guidance issued by the Secretary of State in accordance with section 9Q of the Local Government Act 2000 Act. Officers will consult with lead members to determine significance and sensitivity.
Private/Exempt Items for Decision Each item in the plan above marked as ‘private’ will refer to one of the following paragraphs.
1. Information relating to any individual. 2. Information which is likely to reveal the identity of an individual.
3. Information relating to the financial or business affairs of any particular person (including the authority holding that information). Agenda Item 5 4. Information relating to any consultations or negotiations, or contemplated consultations or negotiations, in connection with any labour relations matter arising between the authority or a Minister of the Crown and employees of, or office holders under, the authority. 5. Information in respect of which a claim to legal professional privilege could be maintained in legal proceedings. 6. Information which reveals that the shadow council proposes:- (a) to give under any enactment a notice under or by virtue of which requirements are imposed on a person; or (b) to make an order or direction under any enactment. 7. Information relating to any action taken or to be taken in connection with the prevention, investigation or prosecution of crime.
1 Subject / Decision Decision Maker Decision Due Consultation Background Member / Date documents Officer Contact Constitution - Dorset Council Shadow Executive 14 Jan 2019 Consultees: None Lead member - Councillor Committee Governance Task and Finish Group Spencer Flower Key Decision - Yes 24 Jan 2019 Monitoring Officers Group Public Access - Open Shadow Dorset Lead officer - Jonathan Council Means of Consultation: Mair, Corporate Director - Meetings Legal & Democratic Service Monitoring Officer, Designate [email protected]
Members Allowances Scheme Shadow Dorset 24 Jan 2019 Consultees: None Lead member - Councillor 2019/2020 Council Independent Remuneration Panel Spencer Flower Governance Task and Finish Group Key Decision - Yes Monitoring Officers Group Lead officer - Jonathan Public Access - Open Mair, Corporate Director - Page 12 Page Means of Consultation: Legal & Democratic Service Meetings Monitoring Officer, Designate [email protected]
Programme Highlight Report Shadow Executive 11 Feb 2019 Consultees: None Lead member - Leader of Committee Members Shadow Dorset Council Key Decision - No Services Public Access - Open Lead officer - Keith Means of Consultation: Cheesman, LGR Task and Finish Groups Programme Director Workshops keith.cheesman@dorsetcc. Ongoing programme activity gov.uk
Forward Plan Shadow Executive 11 Feb 2019 Consultees: None Lead member - Leader of Committee Shadow Executive Committee Shadow Dorset Council Key Decision - No Dorset councils Public Access - Open Programme Board Lead officer - Lee Gallagher, Democratic Means of Consultation: Services Manager - Dorset Meetings County Council [email protected]. uk
2 2019/2020 Budget Shadow Executive 11 Feb 2019 Consultees: None Lead member - Councillor Committee Public and Business Sector Tony Ferrari Key Decision - Yes 20 Feb 2019 Councillors Public Access - Open Shadow Dorset Budget Task and Finish Group Lead officer - Jason Council Dorset Finance Officers Group Vaughan, Interim Section 151 Officer Means of Consultation: [email protected] Meetings Public and Business Sector Consultation
Capital Strategy Shadow Executive 11 Feb 2019 Consultees: None Lead member - Councillor Committee Budget Task and Finish Group Tony Ferrari Key Decision - Yes 20 Feb 2019 Public Access - Open Shadow Dorset Means of Consultation: Lead officer - Jason Council Meetings Vaughan, Interim Section 151 Officer [email protected]
Page 13 Page Treasury Management Strategy Shadow Executive 11 Feb 2019 Consultees: None Lead member - Councillor Committee Budget Task and Finish Group Tony Ferrari Key Decision - Yes 20 Feb 2019 Public Access - Open Shadow Dorset Means of Consultation: Lead officer - Jason Council Meetings Vaughan, Interim Section 151 Officer [email protected]
Local Council Tax Support Shadow Executive 11 Feb 2019 Consultees: None Lead member - Councillor Scheme Committee Budget Task and Finish Group Tony Ferrari
Key Decision - Yes Means of Consultation: Lead officer - Jason Public Access - Open Meetings Vaughan, Interim Section 151 Officer [email protected]
Pensions Discretion Policy Shadow Executive 11 Feb 2019 Consultees: Proposed pensions Lead member - Councillor Statement for Dorset Council Committee Trade Unions discretion policy Peter Wharf statement Key Decision - No Means of Consultation: Lead officer - Nicola Public Access - Open HR/Union meetings and discussion Houwayek, HR Strategic Lead nicola.houwayek@dorsetcc. gov.uk
3 Care Home and Extra Care Shadow Executive 11 Feb 2019 Consultees: None Lead member - Councillor Housing in Bridport Committee Jill Haynes
Key Decision - Yes Means of Consultation: Lead officer - Matt Prosser, Public Access - Part exempt Chief Executive Designate matt.prosser@dorsetcouncil .gov.uk
Dorset Council Local Plan Shadow Executive 11 Feb 2019 Consultees: Lead member - Councillor Committee David Walsh Key Decision - Yes Public Access - Open Means of Consultation: Lead officer - Stephen Hill, Strategic Director, Dorset Councils Partnership [email protected]
Emergency Response Plan Shadow Executive 11 Feb 2019 Consultees: None Lead member - Councillor Committee Shaping Dorset Corporate Board Barry Quinn
Page 14 Page Key Decision - Yes Shaping Dorset Programme Board Public Access - Open Lead officer - Matt Prosser, Means of Consultation: Chief Executive Designate Meetings matt.prosser@dorsetcouncil .gov.uk
School Admissions Policies for Shadow Executive 11 Feb 2019 Consultees: None Lead member - Councillor September 2020 Committee The policies have to be consulted on Andrew Parry for 6 weeks up to the 21 December Key Decision - Yes 2018. Lead officer - Nick Jarman, Public Access - Open Interim Director for Consultees: Children's Services All Schools [email protected] 1.Admissions Arrangements for All Neighbouring Local v.uk Local Community and Voluntary Authorities Controlled Schools All County Councillors 2. Co-ordinated scheme timetable for Association of Parish and Town manging national Point of Entry Councils applications for September 2020 Ministry of Defence 3. 6th Form Admissions Policy All registered nursery settings 4. Nursery Admissions Policy 5. Armed Forces Policy Means of Consultation: 6. Guidance on Consulting on Email communication to each Admissions Arrangements consultee. 7. Guidance on Placement of All schools and nurseries are asked
4 children outside their Chronological to reference consultation on their Age Group websites and through their newsletters.
Former Council Offices, North Shadow Executive 11 Feb 2019 Consultees: None Lead member - Councillor Quay, Weymouth Committee Public consultation on the design and Jeff Cant scheme content. Key Decision - Yes Lead officer - David Brown Public Access - Fully exempt Means of Consultation: [email protected] Via Magna Homes Page 15 Page
5 This page is intentionally left blank Agenda Item 6
Strategy Committee 7 February 2019 Business Review 2018/19 – For period ending 31 December 2018 For Decision
Portfolio holder Corporate – Cllr Peter Barrowcliff
Senior Leadership Team Contact: J Vaughan, Strategic Director
Report Author: Christian Evans – Financial Performance Manager
Statutory Authority
Members have a responsibility under the Local Government Act to regularly review the Council’s financial position and tis report fulfils this requirement.
1. Purpose of Report
1.1 To set out the Council’s performance across all services. This is broken down into financial performance, key performance indicators, service plans and risks on a service by service basis.
2. Officer Recommendations
That members:-
2.1 a) Note the predicted outturn for the 2018/19 revenue and capital budgets. b) Note the KPI’s for each service for the period and any actions being taken. c) Note the Service Plan updates provided by Heads of Service / Corporate Managers. d) Note the high risks for each service area and any actions being taken.
3. Reason for Decision
3.1 The report is the key accountability tool for the performance of all the Council services. The report contains the strategic position of the Council’s finances combined with performance statistics and service risks.
Page 17 4. Background and Reason Decision Needed
4.1 This report is considered by this Committee as they have the delegated responsibility in the Constitution from Full Council to monitor the budget. The Joint Advisory Scrutiny Committee will also consider the report and will identify any areas that they wish to scrutinise in more detail.
4.2 The budgets shown in Appendix 1 are ‘controllable costs’. This is expenditure / income where the Head of Service / Corporate Manager has influence. Capital charges (depreciation) and service recharges are not shown. The budget holder has then made an assessment of the likely outturn for the financial year, which has been compared to the budget to identify any potential outturn variances. If there is a projected variance, then the budget holder has to provide a comment explaining the reason and outline what corrective action is being taken.
4.3 Key Performance Indicators are measures of service performance that are monitored. They have been developed by each Head of Service / Corporate Manager in conjunction with relevant Briefholders / Portfolio holders and are standard across all three councils.
4.4 Each service maintains a service risk register and the summary of the number of risks in each category is included within the report. Where a risk is scored as high or very high, the full details of the risk and mitigating actions are detailed.
5. Report
5.1 The predicted year end outturn on the revenue budget monitoring report is estimated to show a £384,572 favourable variance. This is a total variance of 4% against the 2018/19 budget requirement of £9,512,417.
5.2 Heads of Service / Corporate Managers produce a Service Plan every year for each of the 12 services. In Appendix 2 Managers have provided an update of achievements so far this year, as well as actions still to be completed.
Key Revenue / Performance issues to date
The number of days to process Housing Register applications is above the target of 9 days. Performance has improved but there is still work to do. Affordable Housing – The 2018/19 annual target of between 70-100 homes delivered is likely to be met this financial year. The current year end prediction is 82 homes which is positive news. West Dorset District Council does not quite meet the 5 year target for supply of housing. It currently shows 4.88 years. Where there is no five- year housing land supply, relevant local plan policies for the supply of housing should not be considered up to date, so cannot be given as much weight in decisions.
Page 18 Capital
5.3 The current predicted overall scheme variance on the capital programme detailed in appendix 3 is £508,826 favourable. The total scheme budget is £29,512,428.
Key Capital project issues
The Dorchester Retail Scheme / Town centre development draft masterplan is due shortly. The bulk of the Lyme Regis Environmental Improvements Phase 5 is likely to start in 2019/20. The scheme is currently being developed and in detailed design phase. It is estimated there will be a large favourable variance from the Lyme Regis Phase 4 scheme. Construction work on the Lyme Regis Harbour Office is due to commence. The West Bay Coastal Improvements scheme construction contract will be awarded in January 2019. Construction dates are due from February 2019 to March 2020.
6. Corporate Plan
6.1 The service performance and targets reflects the current Corporate Plan.
7. Financial Implications
7.1 These are predictions based on the information available at 31st December December 2018. Any variance at the end of the financial year will impact upon the level of General Reserves.
8. Risk Management (including Health & Safety)
8.1 High and very high risks are reported in detail in Appendix 2. Service risk registers can be found in the Councils performance system (QPR).
8.2 There is a risk the Council will overspend its budget for the year.
9. Appendices
9.1 Appendix 1 – Graph showing the predicted revenue outturn position of the 12 services with overall commentary Appendix 2 – Overall service reviews of the performance, service plan update & risk Appendix 3 – Capital budget monitoring Appendix 4 – Treasury management update
10. Background Papers
10.1 The Council’s financial information system
10.2 The Council’s corporate performance system (QPR) Page 19 11. Footnote
11.1 Issues relating to financial, environmental, economic and equalities implications have been considered and any information relevant to the decision is included within the report.
Report Author: Christian Evans – Financial Performance Manager Telephone: 01305 838312 Email: [email protected]
Page 20 Appendix 1 WDDC Budget Monitoring - Quarter 3 2018/19
Financial Services
Corporate Finance
Revenues & Benefits
Business Improvement
Community Protection
Housing
Planning Development Mgt & Building Control
Page 21 Page Community & Policy Development
Economy, Leisure & Tourism
Assets & Infrastructure
Democratic Services & Elections
HR & OD
Legal Services
General Fund Net Total This page is intentionally left blank Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Business Review West Dorset District Council
Period: Quarter 3 (1st October to 31st December 2018)
Head of Service/ Service Prediction (£) Corporate Manager Financial Services 57,700 (F) Julie Strange
Corporate Finance 0 Julie Strange
Revenues & Benefits 10,000 (F) Stuart Dawson
Business Improvement 160,763 (F) Penny Mell
Community Protection 112,544 (F) Graham Duggan
Housing 37,500 (F) Clive Milone
Planning Development Management & 54,500 (A) Jean Marshall Building Control
Community & Policy Development 2,976 (F) Hilary Jordan
Economy, Leisure & Tourism 46,500 (A) Nick Thornley
Assets & Infrastructure 105,303 (F) Sarah Cairns
Democratic Services & Elections 22,877 (A) Jacqui Andrews
Human Resources & Organisational 0 Bobbie Bragg Development
Legal Services 21,663 (F) Robert Firth
Overall predicted variance 384,572 (F)
(F) = Favourable variance prediction (A) = Adverse variance prediction
Page 23
Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Financial Services Head of Service – Julie Strange
(Accountancy, Audit, Exchequer, Corporate Planning & Performance, Corporate Procurement, Risk Management and Insurance)
Lead Portfolio Holder – Cllr Peter Barrowcliff (Corporate)
Revenue summary – Financial Services
Subjective analysis Full Year Current Comments / actions Budget 2018/19 (£) Employees 509,987 Savings achieved on new insurance premiums and not Transport 2,257 continuing order for system development pre Dorset Council. Supplies & Services 151,818 Net expenditure 664,062 Q3 Predicted variance 57,700 (F) Q2 Predicted variance 57,700 (F) Q1 Predicted variance 0
Revenue summary – Corporate Finance
Subjective analysis Full Year Current Comments / action Budget 2018/19 (£) Employees 1,197,926 This is currently predicted to be on budget. Premises (71,348) Transport 2,090 Supplies & Services 174,691 Payments to Clients 19,449 Interest (692,316) Income (18,900) Grants (10,928,074) Net expenditure (10,316,482) Q3 Predicted variance 0 Q2 Predicted variance 0 Q1 Predicted variance 0
Page 24
Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Key performance data
Exception Report from Head of Service
The number of non-disputed invoices paid within 5 days during quarter 3 was: NDDC 30%, WDDC 60%, WPBC 62%.
Percentage of creditor payments by BACS Aim Corporate Plan Priority: Developing Successful Partnerships Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 99.36% 100% 99.95% Q3 2018/19 Target 95% 95% 95% FY 2018/19 Target 95% 95% 95% FY 2017/18 Actual 98.25% 99.96% 99.83%
Page 25
Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Percentage of non-disputed invoices paid within 30 calendar days (creditor payments) Aim Corporate Plan Priority: Building a Stronger Local Economy Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 95.11% 96.39% 97.31% Q3 2018/19 Target 95% 95% 95% FY 2018/19 Target 95% 95% 95% FY 2017/18 Actual 94.97% 94.21% 94.57%
Overall General Fund predicted variances per Quarter (Favourable/Adverse) Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual £274,171 (F) £384,572 (F) £79,960 (F)
Service Plan Update
A Stronger Local Economy
The focussed work to improve the payment of invoices within 30 days has delivered improvements to the performance.
Actions outside of Corporate Plan
Closedown has been completed and accounts have been approved with no issues. All closedown deadlines were met even though they were brought forward this year.
Key risk areas
8 Service operational risks have been identified for Financial Services:-
Very High Risks 0 High Risks 0 Medium Risks 2 Low Risks 6 Page 26
Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Revenues & Benefits Head of Service – Stuart Dawson (WDDC & WPBC), Paul Hudson (NDDC / SVPP)
(Council Tax, Business Rates, Housing Benefit, Fraud)
Lead Portfolio Holder – Cllr Peter Barrowcliff (Corporate)
Revenue summary
Subjective analysis Full Year Current Comments / actions Budget 2018/19 (£) Employees 1,396,170 Local Taxation - Budget scheduled to be on target at year end. Transport 13,419 Housing Benefit Admin - No variance expected. Income should match the budget at year end as Housing Benefit admin Supplies & Services 394,055 subsidy is known in advance - so budget should match Payments to clients 30,750,000 income. Income (32,020,460) Rent Allowances - Favourable variance of £10k predicted due Net expenditure 533,184 to a slightly higher than estimated level of overpayment Q3 Predicted variance 10,000 (F) income. Q2 Predicted variance 0 Q1 Predicted variance 0
Key performance data
Exception Report from Head of Service
North Dorset (SVPP)
Processing of new benefit claims and changes in circumstances is in line with performance targets for the year. Channel Shift / Universal Credit continues to deliver a reduction in face-to-face and telephony demand. The percentage of Council Tax collected as at Q3 is recorded as 84%, this is lower than expected due to NDDC not posting any cash from 21/12/18 due to a change in their cash receipting system. If the cash had been posted (approx. £300,000) the figure would have been 85% (actual figures are 84.30% and 84.88%). In year income for Council Tax and Business Rates are expected to reach target.
WDDC and WPBC
The volume of new benefit claims continues to be affected by the wider roll-out of Universal Credit. This, together with the impact of the Christmas close-down impacted on the number of claims processed in Q3.
Q3 Benefits and Council Tax performance is in line with targets.
More and more Council Taxpayers and businesses are now spreading payment of their business rates over 12 months. This has impacted on our collection in Q3 for WPBC.
Page 27
Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Average calendar days to process new housing benefit claims Aim Corporate Plan Priority: Developing Successful Partnerships Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 16 days 13 days 13 days Q3 2018/19 Target 19 days 19 days 19 days FY 2018/19 Target 19 days 19 days 19 days FY 2017/18 Actual 18.90 days 21.84 days 19.73 days
Average calendar days to process housing benefit changes of circumstances Aim Corporate Plan Priority: Developing Successful Partnerships Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 7 days 6 days 6 days Q3 2018/19 Target 10 days 7 days 7 days FY 2018/19 Target 10 days 7 days 7 days FY 2017/18 Actual 5.65 days 4.53 days 5.30 days
Page 28
Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Number of Housing Benefit New Claims and Changes Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 3,115 1,596 1,856 Q2 2018/19 Actual 3,501 2,265 2,390 Q1 2018/19 Actual 4,030 3,024 3,368 Q4 2017/18 Actual 5,565 10,486 7,114 Q3 2017/18 Actual 3,568 2,743 3,086 Q2 2017/18 Actual 4,162 3,202 3,431 Q1 2017/18 Actual 5,095 4,136 5,605 Q4 2016/17 Actual 6,478 8,551 8,945 Q3 2016/17 Actual 3,606 2,834 3,396
Percentage of Council Tax collected (cumulative) Aim Corporate Plan Priority: Developing Successful Partnerships Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 84% 87% 85% Q3 2018/19 Target 85% 87% 87% FY 2018/19 Target 98% 98% 96% FY 2017/18 Actual 98.00% 98.05% 96.30%
Page 29
Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Percentage of Business Rates collected (cumulative) Aim Corporate Plan Priority: Developing Successful Partnerships Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 85% 85% 82% Q3 2018/19 Target 86% 84% 84% FY 2018/19 Target 98% 97% 96% FY 2017/18 Actual 99.00% 97.43% 96.48%
Page 30
Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Service Plan Update
A Stronger Local Economy
Provided additional support, through the award of discretionary rate relief, to those businesses who were faced with large rates increases caused by the national rates revaluation in 2017.
Ongoing review of information leaflets. Updated leaflets are edited to PEC standards (excludes NDDC as dealt with by SVPP).
Supporting customers who are affected by the introduction of Universal Credit (funded Advisor posts with CAB designed to assist customers through the claim process).
Continue to improve e-access to services (e.g. e-billing take up, txt messaging, etc.)
Improving Quality of Life
Ongoing review of information leaflets. Updated leaflets are edited to PEC standards (excludes NDDC as dealt with by SVPP).
Supporting customers who are affected by the introduction of Universal Credit (funded Advisor posts with CAB designed to assist customers through the claim process). Also organised regular stakeholder workshops to share information, experiences, etc.
Continue to improve e-access to services (e.g. e-billing take up, txt messaging, etc.).
Actions outside of Corporate Plan
Service was successful in achieving the Investors in People Silver level award in March 2018
Service was successful in retaining the Customer Service Excellence accreditation in December 2018.
Action to achieve efficiency savings is ongoing.
Key risk areas
7 Service operational risks have been identified for Revenues & Benefits:-
Very High Risks 0 High Risks 0 Medium Risks 1 Low Risks 6
Page 31
Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Business Improvement Head of Service – Penny Mell
(Change Management implementation, Business Transformation, Customer Services, Communications, dorsetforyou.com, Graphic design & Printing, Consultation, IT Support, IT Development)
Lead Portfolio Holder – Cllr Peter Barrowcliff (Corporate)
Revenue summary
Subjective analysis Full Year Current Comments / actions Budget 2018/19 (£) Customer Services: There are currently staff vacancies. This is Employees 1,269,084 off-setting expenditure on casual and agency staff which are Premises 34,410 required during peak demands, and also expenditure on Transport 4,730 additional training and equipment costs. Postage costs are Supplies & Services 879,840 reducing from services using Docmail. Income (423,523) IT Services: All IT projects and future IT development such as roll out of Office 365 and cloud storage have stopped in order Net expenditure 1,764,541 to concentrate on IT infrastructure for the new Dorset council. Q3 Predicted variance 160,763 (F) The majority of flexible/remote working devices have been Q2 Predicted variance 88,640(F) completed. Q1 Predicted variance 22,000(F) Communications & Printing: There are considerable employee cost savings with secondment of staff and not re-appointing on a temporary position. This will offset additional costs resulting from Hybrid Mail until budgets have been realigned and any additional staff cost associated with temporary posts within the Business Transformation Team if not met corporately.
Key performance data
Exception Report from Head of Service
Achieving a fully recruited team in the previous quarter has positively impacted performance within the team. Against a target of 90%, 95% of calls were answered by the team, with calls being answered in an average of just 25 seconds. Against a target of 10% abandoned calls, only 5% of calls were abandoned this quarter. The average time at which a call was abandoned was 1 minute 56 seconds. Whilst performance has significantly improved this quarter, it is anticipated that achieving the same performance next quarter will be challenging reflecting changes in the team, service demands and changes for residents as we transition to Dorset Council.
Performance against target for complaint handling has shown significant improvement this quarter, however, there remains a performance challenge in some areas.
Number of phone calls received by Customer Services
Dorset Councils Partnership (DCP) Q3 2018/19 Actual 18,588 Q2 2018/19 Actual 26,957 Q1 2018/19 Actual 24,136 Q4 2017/18 Actual 23,062 Q3 2017/18 Actual 22,708 Q2 2017/18 Actual 25,501 Q1 2017/18 Actual 25,351 Q4 2016/17 Actual 20,995 Q3 2016/17 Actual 19,464
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Percentage of telephone calls answered by a Customer Services Advisor Aim Corporate Plan Priority: Developing Successful Partnerships Authority DCP Combined Q3 2018/19 Actual 95% Q3 2018/19 Target 90% FY 2018/19 Target 90% FY 2017/18 Actual DCP N/A (see ‘FY 2017/18 Actual’ split by council below) North Dorset West Dorset Weymouth & Portland FY 2017/18 Actual 94% 93% 91%
The average speed that a call was answered in the quarter was 25 seconds.
Percentage of telephone calls abandoned Aim Corporate Plan Priority: Developing Successful Partnerships Authority DCP Combined Q3 2018/19 Actual 5% Q3 2018/19 Target 10% FY 2018/19 Target 10% FY 2017/18 Actual DCP N/A (see ‘FY 2017/18 Actual’ split by council below) North Dorset West Dorset Weymouth & Portland FY 2017/18 Actual 6% 7% 9%
The average abandoned time in the quarter was 1 minute 56 seconds. Page 33
Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Percentage of corporate complaints dealt with within corporate target (Stage One: 10 working days, Stage Two: 15 working days) Aim Corporate Plan Priority: Empowering Thriving and Inclusive Communities Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 53% 85% 81% Q3 2018/19 Target 80% 80% 80% FY 2018/19 Target 80% 80% 80% FY 2017/18 Actual 79% 76% 75%
Quarter 3 complaints base data:
North Dorset 21 items of feedback were received in Q3
• 1 was making a suggestion or improvement • 5 were complimenting the Council or a Council employee • 15 were making complaints. 8 of these were dealt with within the corporate time frame. • Of the 15 complaints, 1 was a stage 2 complaint.
West Dorset 53 items of feedback were received in Q3
• 2 were giving an opinion or feedback • 3 were making a suggestion on or improvement • 21 were complimenting the Council or a Council employee • 27 were making a complaint. 23 were dealt with within the corporate time frame. • Of the 27 complaints 2 were stage 2 complaints.
Weymouth & Portland 40 items of feedback were received in Q3
• 4 was giving an opinion or feedback • 7 were making a suggestion or improvement • 13 were complimenting the Council or a Council employee • 16 were making a complaint. 13 were dealt with within the corporate time frame Page 34
Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Service Plan Update
Developing Successful Partnerships
Business Improvement has continued to deliver a number of key priorities this quarter.
Business Transformation: The Business Transformation team are continuing to deliver priority programmes and projects, as well as concluding activities for each of the Councils and those which will be of importance and benefit to Dorset Council. As is the case across Business Improvement, increasingly time is being spent supporting projects associated with the setting up of Weymouth Town Council and Shaping Dorset Council, in particular the People and OD programme. However, during the last quarter, the following projects have been successfully delivered: Digital Academy - worked closely with the HR&OD Service to provide the Digital Academy. 322 people registered interest for the courses across all the councils for the eight sessions; Filming project – providing a co-ordinated approach through the Communications team to develop and implement an on-line application process; Parking Services - Software upgrade, data management and reporting solutions project has been fulfilled.
Communications: The Communications team are heavily involved in supporting the creation of Dorset Council and Weymouth Town Council. Graphic Designers have worked closely with Communications Teams in partner councils to develop and introduce the new logo for Dorset Council. Over the coming months, the team will be working with partners on campaigns to introduce the new councils to residents and stakeholders. This will involve promoting any direct changes where required as well as encouraging sign-up to new communication channels.
Away from Shaping Dorset Council, the team continue to work on business as usual projects. Weymouth’s Peninsula Development, Dorchester Town Centre Masterplan consultation, Heat Melcombe Regis and Opening Doors are a number of projects the team are supporting. In December, having worked with Business Transformation and IT we also introduced a new filming application process. The process will help promote filming activity in our areas and generate income.
Dorset For You: Ready for the transition to www.dorsetcouncil.gov.uk the Digital Team has contacted all services with web content and has started working with them to make the changes they need for 1 April. We are working with the Christchurch.gov.uk project team as well as our online forms supplier and staff at Gov.uk to try and ensure smooth customer journeys through the website from Day 1. As part of this we have worked with the DCC GIS team to develop and test an address lookup widget which we can use to direct citizens quickly.
The team has also been preparing information and workshops to support staff to make sure their web content complies with the new EU accessibility regulations, which came into force on 23 September 2018. We have also completed some user research on the new-look website. This shows people are completing tasks more successfully, and 2-3 minutes quicker than they were before the rebuild. The new look website also had its renewal approved for the Internet Crystal Mark for Plain English who stated “in summary: a well laid out site, whose options are clear.”
Customer access: As well as day to day operations, the Customer Services team are trailing an improved way to assist customers to access online services, whilst seeking to refer those who require further assistance to the Digital Champions colleague at Superfast Dorset. The work is evolving, but the aim is for customers to feel confident and comfortable accessing our online services making the most of our Dorsetforyou.com pages.
Work has taken place around Complaints and Freedom of Information Requests to improve response performance across the Partnership. This work continues into the fourth quarter of the year. Both Complaints and Freedom of information have an active workstream within Shaping Dorset Council with an aim to align polices for day 1.
The team continue to participate in the Customer Access workstream within Shaping Dorset Council and the creation of Weymouth Town Council. Taking part in this work is seen as critical to ensuring the continuity of access to services as the new councils form.
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
IT: As well as delivering day to day services, IT service teams are continuing to deliver a number of key projects. A significant area of focus is Shaping Dorset Council. This includes working with partner councils to provide IT services which support teams to work effectively from day 1. As well as services to support collaboration, the team have also been working on the provision of a number of day 1 business line applications. Other local projects successfully delivered include a new system to enable customers to apply online to join Weymouth, Lyme Regis and Bridport harbours.
Our work in information governance continues. This includes supporting the Information Governance workstream as part of Shaping Dorset Council as well as more recently having conducted an internal campaign to raise awareness of the Payment Card Industry Regulations for employees within the Partnership that have a responsibility for taking payments.
Future Issues
Within the service, managers and team leaders are working flexibly with the support of the teams to continue to deliver day to day priorities whilst the focus continues to shift to Shaping Dorset Council. Balancing these two priorities continues to challenge the resources available. Looking ahead, the focus will necessarily involve supporting teams through transition to the new organisational structures and new ways of working within Dorset Council.
Key risk areas
9 Service operational risks have been identified for Business Improvement:-
Very High Risks 0 High Risks 1 Medium Risks 6 Low Risks 2
Loss or disruption or interception of electronic data or non-electronic data CURRENT SCORE Planned risk reduction initiatives TARGET SCORE Impact 5 Impact 4 Likelihood 2 Implement appropriate controls across the Partnership. Likelihood 2 Risk Score 10 Implement information governance programme Risk Score 8 including protocol for employees to follow. Risk Rating HIGH Risk Rating MEDIUM
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Community Protection Head of Service – Graham Duggan
(Environmental Health, Licensing, Community Safety, CCTV, Parks & Open Spaces, Bereavement Services, Waste & Cleansing – Client role)
Lead Portfolio Holders – Cllr Alan Thacker (Community Safety & Access), Cllr Tony Alford (Partnership & Joint Working)
Revenue summary
Subjective analysis Full Year Current Comments / actions Budget 2018/19 (£) Salary savings from 2 vacant posts are being held contributing Employees 735,723 to the favourable position. Premises 4,745 Transport 18,863 Recycling, Waste & Cleansing (DWP) – favourable variance Supplies & Services 3,209,884 will occur due to budget being greater than monthly fixed Payments to clients 54,585 payments to DWP. In addition, unanticipated income has been received relating to DWP s.106 contributions retained by Income (257,879) WDDC. Additional cost of £18,000 for cleansing The Walks in Net expenditure 3,765,921 Dorchester following resolution of responsibility issue between Q3 Predicted variance 112,544 (F) DCC and DTC. Q2 Predicted variance 0 Q1 Predicted variance 0
Key performance data
Exception Report from Head of Service
Food Safety (all councils) KPI’s on target
Environmental Protection (all councils) KPI’s on target
Dorset Waste Partnership (please note data is for Q2).
North Dorset – comments from DWP Residual waste per household has gone up which follows the trend across the majority of the DWP area. No specific reasons for this, due to more consumption by residents and waste increasing and is being tackled by our waste prevention campaigns, such as Love Food Hate Waste, home composting, promoting real nappies etc.
Also, DWP do not collect from district & borough boundary areas, they collect from depot areas. Therefore these figures aren’t accurate for district boundaries as North Dorset’s figures include over 1,000 properties data from East Dorset.
The majority of the residual waste collected by DWP is now sent for treatment rather than landfill.
The higher number of missed bins in North Dorset reflects the difficulty the depot has been having with vehicle breakdowns.
Whilst it is disappointing that targets have been missed, the above comments should be taken in to account. Nationally, DWP rate highly on performance measures, especially recycling, but it is clear that more focused campaign work needs to be done (Head of Service).
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
West Dorset KPI’s on track
Weymouth & Portland – comments from DWP Residual waste per household has gone up which follows the trend across the majority of the DWP area. No specific reasons for this, due to more consumption by residents and waste increasing and is being tackled by our waste prevention campaigns, such as Love Food Hate Waste, home composting, promoting real nappies etc.
Also, DWP do not collect from district & borough boundary areas, they collect from depot areas. Therefore these figures are not fully accurate as for example, data includes areas of West Dorset that is serviced by the Crookhill depot, such as Chickerell.
The majority of the kerbside residual waste collected by DWP is now sent to treatment rather than landfill.
The recycling rate may have been affected by lower than expected garden waste tonnages in April and June; however, without detailed analysis of the figures we can’t be sure. Rate generally in line with previous years.
Whilst it is disappointing that targets have been missed, the above comments should be taken in to account. Nationally, DWP rate highly on performance measures, especially recycling, but it is clear that more focused campaign work needs to be done (Head of Service).
Percentage of catering premises achieving high levels of food hygiene (rated 4 or 5) Aim Corporate Plan Priority: Building a Stronger Local Economy Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 94.51% 98.23% 96.67% Q3 2018/19 Target 90% 90% 90% FY 2018/19 Target 90% 90% 90% FY 2017/18 Actual 93.2% 96.9% 96.0%
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Percentage of Environmental Protection service requests responded to within 3 working days Aim Corporate Plan Priority: Improving Quality of Life Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 99% 99% 94.66% Q3 2018/19 Target 95% 95% 95% FY 2018/19 Target 95% 95% 95% FY 2017/18 Actual 98% 96% 93%
Kilograms of household waste (landfill and recycling) collected per household (cumulative) Corporate Plan Priority: Improving Quality of Life Aim Latest available data is quarter two 2018/19 Authority North Dorset West Dorset Weymouth & Portland Q2 2018/19 Actual 365 Kg/hh 299 Kg/hh 339 Kg/hh Q2 2018/19 Target 365 Kg/hh 299 Kg/hh 299 Kg/hh FY 2017/18 Actual 705 Kg/hh 570 Kg/hh 651 Kg/hh
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Kilograms of residual (landfill) household waste per household (cumulative) Corporate Plan Priority: Improving Quality of Life Aim Latest available data is quarter two 2018/19 Authority North Dorset West Dorset Weymouth & Portland Q2 2018/19 Actual 144 Kg/hh 87 Kg/hh 155 Kg/hh Q2 2018/19 Target 92 Kg/hh 92 Kg/hh 92 Kg/hh FY 2017/18 Actual 286 Kg/hh 179 Kg/hh 291 Kg/hh
Percentage of household waste sent to re-use, recycling and composting Corporate Plan Priority: Improving Quality of Life Aim Latest available data is quarter two 2018/19 Authority North Dorset West Dorset Weymouth & Portland Q2 2018/19 Actual 61% 71% 53% Q2 2018/19 Target 60% 60% 60% FY 2017/18 Actual 55% 67% 54%
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Number of (justified) missed household waste collections (absolute number) Aim Corporate Plan Priority: Improving Quality of Life Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 721 599 811 Q2 2018/19 Actual 1,030 828 1,171 Q1 2018/19 Actual 1,384 790 835 Q4 2017/18 Actual 1,190 801 865 Q3 2017/18 Actual 918 672 936 Q2 2017/18 Actual 968 667 1,152 Q1 2017/18 Actual 926 733 856 Q4 2016/17 Actual 1,090 873 963 Q3 2016/17 Actual 911 789 1,120 Q2 2016/17 Actual 916 1,058 1,406 Q1 2016/17 Actual 750 1,076 1,216 Q4 2015/16 Actual 642 1,208 1,485 Q3 2015/16 Actual 579 1,660 1,517
Justified missed bin collections as a proportion of all collections – Q3 2018/19 Corporate Plan Priority: Improving Quality of Life Authority Number of Justified missed Total Collections Percentage of missed household waste collections collections North Dorset 721 1,109,193 0.07% West Dorset 599 1,613,862 0.04% Weymouth & Portland 811 1,156,883 0.07%
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Service Plan Update
A Stronger Local Economy
Licensing IT being consolidated and improved to give enhanced self-service for customers saving time and money and improved data protection Purple Flag accreditation for Weymouth has been achieved in recognition of a successful night-time economy. Multi-agency application coordinated by the town centre manager. An action plan is being developed from the assessment process to further improve and promote Weymouth as a great night out.
Thriving and Inclusive Communities
West Dorset Health & Wellbeing Locality Officer is developing community projects. North Dorset part-funded a CCG Locality Officer who is developing health initiatives. Janet Moore continues work in Weymouth & Portland. Public Health Dorset has also allocated officers to support community based health and wellbeing initiatives. This all contributes to the ‘prevention at scale’ agenda, helping people to keep physically and mentally well. Melcombe Regis Board/Housing Service has progressed work to introduce a selective licensing scheme for the private rented sector which if approved, will bring benefits to tenants and landlords alike and improve community cohesion. Out to consultation in New Year. Community Safety Accreditation Scheme launched in Weymouth town centre providing uniformed officers with police and council powers to tackle ASB. Following Groundwork South’s withdrawal from the Tumbledown Farm project (Weymouth), DCC Coast & Countryside service has partnered up and a draft project plan has been produced. The project will provide an experiential environment for those with mental health and learning disabilities and accessible greenspace for local communities.
Improving Quality of Life
Successful stage 1 Heritage Lottery Fund bid announced in December 2017 for the development of a £1.4M investment in Radipole Park Gardens, Weymouth. The stage 2 (final stage) is now being progressed to ensure that this investment comes to Weymouth. ASB Public Space Protection Orders now approved for West Dorset and Weymouth & Portland. Dog-related PSPO for North Dorset now approved.
Developing Successful Partnerships
Dorset Police; Dorset Police & Crime Commissioner; Dorset County Council and WPBC delivering project to re-locate and upgrade CCTV service and help release the Peninsula for re-development. Completion due in February 2019. Mentioned above but the health and wellbeing work is very much delivered through partnership working with communities; Public Health Dorset; Clinical Commissioning Group and Dorset County Council.
Future Issues
Dorset Waste Partnership – Budget pressures continue due to changes in the international market for recyclates; household growth and fuel costs. Will be considered as part of budget setting by Shadow Dorset Council.
Local Government Re-organisation – Work will continue to ensure that service continuity is maintained through the transitions to Dorset Council and Weymouth & Portland Town Councils.
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Key risk areas
11 Service operational risks have been identified for Community Protection:-
Very High Risks 0 High Risks 1 Medium Risks 4 Low Risks 6
Increase in DWP disposal costs CURRENT SCORE Planned risk reduction initiatives TARGET SCORE Impact 3 Impact 3 Likelihood 5 Due to China’s restrictions on quality of raw recyclate. Likelihood 4 Risk Score 15 Cost control measures in place and monitored through Risk Score 12 DWP Risk Register and Joint Committee. Risk Rating HIGH Risk Rating MEDIUM
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Housing Head of Service – Clive Milone
(Strategic Housing, Homelessness Prevention, Housing Advice & Support, Housing Allocation, Private Sector Housing, Empty Homes, Home Improvement Agency, Supported Housing)
Lead Portfolio Holder – Cllr Tim Yarker (Housing)
Revenue summary
Subjective analysis Full Year Current Comments / actions Budget 2018/19 (£) The corporate stationery budget sits with Housing for the time Employees 473,477 being, and is likely to be significantly underspent at year end. Premises 177,535 An underspend is likely to occur on the Housing Improvements Transport 6,054 subscriptions budget, which are less than was anticipated. Supplies & Services 269,462 Fewer bed and breakfast write-offs have been executed, and Income (239,100) this budget will be underspent at year end. Net expenditure 687,428 Q3 Predicted variance 37,500 (F) Q2 Predicted variance 0 Q1 Predicted variance 0
Key performance data
Exception Report from Head of Service
Average number of working days to process Housing Register applications Following a period of rising processing times due to serious staffing shortages, average times are coming back under control across all three areas. Staffing shortages are still affecting this team, but a focus on improving processing times coupled with a strenuous effort from team members is starting to pay dividends, and it is hoped that we will be back on target by the end of Q4.
Total number of households on the Housing Register In Q3 there was a small increase in the number on the Housing Register in Q3 in NDDC & WDDC and a small decrease in WPBC.
Total number of households housed in Housing Association stock Q3 has seen a sharp rise in the number of households housed in NDDC with a slight decrease in both WDDC and WPBC. The councils do not have any control over the number of re-let properties that become available.
Total number of new applications to the Housing Register The number of new applications in Q3 has fallen in all three councils.
Number of homelessness ACCEPTED decisions made The number of homeless decisions taken during Q3 remained steady and, crucially, it is now possible to record accurate figures through the HCLIC government reporting system.
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Average number of working days to initially inform housing applicants what supporting proofs they are required to submit Aim Corporate Plan Priority: Empowering Thriving and Inclusive Communities Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 10 days 19 days 10 days Q3 2018/19 Target 9 days 9 days 9 days FY 2018/19 Target 9 days 9 days 9 days FY 2017/18 Actual 5.83 days 3.23 days 3.13 days
Total number of households on the Housing Register Corporate Plan Priority: Empowering Thriving and Inclusive Communities Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 958 1,709 1,662 Q2 2018/19 Actual 953 1,710 1,652 Q1 2018/19 Actual 958 1,694 1,676 Q4 2017/18 Actual 934 1,685 1,648 Q3 2017/18 Actual 906 1,577 1,580
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Total number of new applications to the Housing Register Corporate Plan Priority: Empowering Thriving and Inclusive Communities Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 242 354 297 Q2 2018/19 Actual 270 463 383 Q1 2018/19 Actual 292 470 368 Q4 2017/18 Actual 351 535 432 Q3 2017/18 Actual 245 410 350
Total number of households housed in Housing Association stock Corporate Plan Priority: Empowering Thriving and Inclusive Communities Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 54 46 46 Q2 2018/19 Actual 32 75 53 Q1 2018/19 Actual 31 68 42 Q4 2017/18 Actual 37 102 42 Q3 2017/18 Actual 41 107 38
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
*Quarter 2 and quarter 3 chart data is being validated.
*Due to the Homelessness Reduction Act legislation coming into effect in April 2018 there are significant differences regarding the number of decisions made on applicant’s homeless case. The reason for this is that prior to April 2018 an applicant would be notified of one of the following decision categories:
Ineligible Not homeless Not in priority need Intentionally homeless Main homeless duty owed
Since 2018 a decision could be reached in more than one of the following decision categories:
Ineligible Not homeless Prevention duty owed Relief duty owed Final decision duty including main homeless duty.
In theory therefore since April 2018 the same applicant could now be notified as to three distinct duties under the legislation, prevention, relief and final duty.
There have been other changes to the legislation such as stating that a person served with a valid S21 notice is to be regarded as threatened with homelessness. This will have also contributed to the increase in the number of decisions being issued in recent months. The ‘decisions made’ data for quarter 2 and 3 are currently being validated.
Number of homelessness acceptances Corporate Plan Priority: Empowering Thriving and Inclusive Communities Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 5 3 5 Q2 2018/19 Actual 1 2 3 Q1 2018/19 Actual 2 5 21 Q4 2017/18 Actual 17 15 17 Q3 2017/18 Actual 12 9 32
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Number of households in Bed & Breakfast at the end of the quarter Corporate Plan Priority: Empowering Thriving and Inclusive Communities Authority North Dorset West Dorset Weymouth & Portland Q3 2017/18 Actual 0 15 20 Q2 2017/18 Actual 4 9 22 Q1 2018/19 Actual 4 5 21 Q4 2017/18 Actual 2 6 17 Q3 2017/18 Actual 0 6 3
Number of households placed in B&B during each month Corporate Plan Priority: Empowering Thriving and Inclusive Communities Authority North Dorset West Dorset Weymouth & Portland December 2018 0 6 5 November 2018 3 11 16 October 2018 2 5 8 September 2018 1 11 18 August 2018 2 4 16 July 2018 2 6 11 June 2018 5 3 6 May 2018 1 4 10 April 2018 4 4 20 March 2018 1 5 11 February 2018 0 1 4 January 2018 3 1 9
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19 Average number of days in B&B per month Corporate Plan Priority: Empowering Thriving and Inclusive Communities Calculation method: total calendar days in B&B of those households leaving within the month, divided by the total number of households leaving within the month = Average stay in B&B of leavers per month North Dorset West Dorset Weymouth & Portland Authority Average Average Leavers Leavers Average Days Leavers Days Days December 2018 22 2 3 7 8 6 November 2018 7 4 3 9 3 19 October 2018 22 3 4 8 4 16 September 2018 7 3 4 8 5 10 August 2018 11 3 7 7 2 24 July 2018 16 3 1 9 2 18 June 2018 2 3 6 2 3 20 May 2018 9 2 3 5 5 11 April 2018 NA/ no leavers 0 11 3 3 14 March 2018 NA/ no leavers 0 18 4 15 10 February 2018 0 1 49 1 22 9 January 2018 11 1 30 4 44 18 December 2017 8 1 30 5 71 10 November 2017 93 3 62 3 25 6 October 2017 45 2 60 3 24 6
Service Plan Update
A Stronger Local Economy A DCP-wide service has been created that enables more homes to be brought back into use, thus adding to and enhancing the local housing stock. This is funded through to 2019.
Thriving and Inclusive Communities Develop and evaluate options for driving up standards in the private rented sector in the Park District, within the overall Melcombe Regis improvement project. A selective licensing scheme for Melcombe Regis has been developed. The Melcombe Regis Board has agreed that this should now go the WPBC for preliminary approval, followed by public consultation. Implement a revised mandatory licensing scheme for HMOs. A compliant HMO licensing process and fees scheme has been developed, covering a wide range of properties within the private rented sector.
Improving Quality of Life
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19 Increase our stock of directly-managed temporary accommodation across the DCP area. At a time of rising homelessness, this can both help us to provide good quality short term housing for often vulnerable people, while delivering better value for money than traditional solutions such as bed and breakfast. The purchase of one home to be used as an alternative to B&B has been completed in WPBC, and another one will follow in the coming months.
Developing Successful Partnerships Deliver an effective customer focused housing service across the partnership. This will provide DCP with a Housing team that focuses on performance excellence, and which uses smart and agile working methods. Implementation of the Housing Reduction Act from April 2018 gives the councils a range of new duties to local people, ensuring that homelessness prevention lies at the heart of what we do. The new Duty to Refer has come into effect on 1 October 2018, and is expected to increase the number of homelessness cases coming to all three councils. As the move to the new Dorset Council proceeds, ensure that a new Housing service is designed that meets the needs of local people. By working closely with colleagues across the existing councils, we will design a new fully integrated Housing service that can be implemented as soon as possible after the new council is created. Review the Dorset Accessible Homes policy. We will devise a common Dorset-wide policy that matches demand with available resources.
Future Issues
The transition necessary to implement the Homelessness Reduction Act is the single most important deliverable for Housing during 2018/19, and this has continued to develop with the implementation of the Duty to Refer on 1 October 2018.
It is anticipated that workloads will grow significantly now all the provisions of the new legislation have come into effect.
Staff have shown great flexibility by adopting markedly different ways of working, and this is going well. Elected members and the general public can be confident that Housing has prepared for these changes in a positive, detailed and measured way.
Key risk areas
15 Service operational risks have been identified for Housing:-
Very High Risks 0 High Risks 1 Medium Risks 7 Low Risks 7
Loss of homelessness prevention funding CURRENT SCORE Planned risk reduction initiatives TARGET SCORE Impact 4 Homelessness prevention funding has been Impact 4 Likelihood 4 mainstreamed in NDDC. In WDDC and WPBC, Likelihood 3 Risk Score 16 members are asked annually to approve a sum of Risk Score 12 money from reserves to fund prevention work. If this is not possible, for whatever reason, certain highly Risk Rating HIGH valuable and effective prevention initiatives would have Risk Rating MEDIUM to cease.
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Planning Development Management & Building Control Head of Service – Jean Marshall
(Major Projects & Developments, Listed Building and Conservation, Trees, Planning Enforcement, Building Control)
Lead Portfolio Holders – Cllr Ian Gardner (Planning), Cllr Alan Thacker (Community Safety & Access)
Revenue summary
Subjective analysis Full Year Current Comments / actions Budget 2018/19 (£) Planning - Income up on predictions but planning fees are Employees 1,390,103 variable throughout the year and there is no guarantee that Transport 25,167 this will be sustained although numbers of applications appear Supplies & Services 71,693 to be increasing slightly most months. Salary savings have Income (1,110,400) been offset by agency staff but some of this is also spend on the 20% of fee income agreed that government expect to be Net expenditure 376,563 reinvested in planning services through dedicated staff Q3 Predicted variance 54,500 (A) working on major projects. (2 agency working across DCP). Q2 Predicted variance 26,000(A) There will be some increase in staff costs due to the business support restructure (December). Consultants’ costs will be higher than predicted due to the cost of the Public Inquiry at Charminster which require external consultants to defend. This is a major Inquiry due in March 2019 lasting at least 6 days and the additional cost of this could significantly eat into the current favourable variance on income. Building Control - Due to the continued presence of local competition and the fact that several former staff members are now actively working for private suppliers of Building Control the service is coming under increasing pressure to meet budgets. Although work continues to be priced and a healthy Q1 Predicted variance 25,000(A) market share of 69% retained it is becoming increasingly hard to compete, coupled with the use of agency staff to cover the recruitment situation, both of which have lead to the adverse situation. There is a non fee earning provision of the service and this will be monitored to achieve the minimum cost provision, estimated to carry a small deficit.
The impact of Brexit could have a detrimental impact on the number of applications and income being received in the last quarter.
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Key performance data
Exception Report from Head of Service
The number of applications remains steady with a noticeable increase in October and November from previous months and then a dip in December due largely to the Christmas period and shutdown. The increase in numbers can be accounted for in part by the reduction in the validation backlog and although this has pushed the workload through into the number of applications being handled per officer in the planning team this has not affected teams in meeting the required government targets. Staff vacancies in the planning team have been reduced to a single post which is being covered on a temporary basis (maternity cover) and the restructure of the Business Support team will allow for better support both for officers and the customer. There remains an urgent need to provide a single ICT system which is moving towards its test phase but more staff are beginning to work across the various residual 3 systems providing greater resilience, albeit this is time consuming moving between various systems as they cannot all be opened at the same time.
The new Business Support team are now largely in post and this has already made a difference in how the overall team functions and operates with clearer definition between roles and responsibilities and an alignment of posts across the 3 council areas. Vacancies remain high in Building Control with a difficulty in recruitment even of agency staff due to a national shortage of skills in this field. One additional career grade post has been created from a BC Surveyor post which has not been filled through normal recruitment to seek to develop someone from a lower level of current qualification through to surveyor level but the full training can be up to 7 years.
There are currently two outstanding Public Inquiries in WDDC area at Charminster and Cerne Abbas and the Charminster case, due to be heard in March is taking considerable resource in terms of time despite being dealt with externally, which is also an added cost. There are also some ongoing large scale enforcement actions taking place across the 3 areas which need staff resource. As the number of appeals is very low, by comparison to the overall number of applications determined this has not been reported as none of the authorities are in danger of exceeding the government performance target of 10% appeals allowed as a total of all applications. Each of the authorities is below 1% measured against this target at present.
In terms of budget all three authorities’ incomes are currently favourable although predictions at end of year show WPBC and WDDC to be generally on budget due to levels of costs likely in WDDC for the public inquiry and the lower levels of applications being received in WPBC. NDDC income is favourable at present, possibly due to the absence of a 5 year land supply and speculative applications as a result and is likely to remain well above predictions for end of year. However, like WDDC, costs associated with the public inquiry at Gillingham will have some impact. All budgets will, to some extent, be affected by the Business Support restructure which took place in December but these are reflected in end of year predictions.
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Exception Report from Building Control Manager
Percentage of completion certificates dispatched within 7 days of inspection: The reduction in performance can be attributed to key staff members becoming more involved within the service ICT project, coupled with the effects of staff leave through the summer months. This performance could further decline in the next couple of quarters due to further resources being required to implement the project and system down time to allow for data migration from the current system to the new one. Quarter 3 completion certificate data:-
WDDC Issued Within 7 days of Inspection: (as a proportion of); Total Completed Oct: 43 44 Nov: 53 55 Dec: 33 34 Total: 133 129 % = 97.00 WPBC Issued Within 7 days of Inspection: (as a proportion of); Total Completed Oct: 36 36 Nov: 41 41 Dec: 28 28 Total 105 105 % = 100.00
Nationally Local Authority Building Control retains a market share of around 67% with local figures ranging from those similar to DCP right down to around 35% of market share. It is totally dependent upon the competition from Approved Inspectors and the types of development being undertaken and, in many cases, the level of service received from other council departments.
Dorset has a locally poor road network without any motorway links which makes the area less attractive for the competition coupled with the lack of large high fee earning schemes, although recently private providers have started to set up local offices within towns such as Weymouth, Blandford and Bridport to service clients which is having an impact upon the percentage of retained work.
The service also benefits from a large number of repeat customers especially local builders which is a key market to retain, coupled with a realistic approach to fee setting and the flexible and helpful approach of all staff concerned with the service. This can be demonstrated by the number of partnership applications in the tables.
Locally there has been a recent slow down of the building industry which can be attributed to the current economic climate as well as confidence due to Brexit. Competitors are also, in some cases, heavily discounting in order to gain work and market share, which is not permissible for a Local Authority to do, although it should be noted that generally market share remains healthy particularly within Weymouth and Portland which retains an excellent 80.00. West Dorset has slightly fallen to 69% share and overall figures compare very well with national averages. The North Dorset share of 65% has risen by 10% within this quarter and has to be attributed to the staff winning back many long standing clients by providing a good reliable trustworthy service. The staff working within the NDDC area are still having to deal with some of the legacy issues arising from a former employee. This is taking more time than would be expected to resolve and is likely to continue for the immediate future.
The Local Authority are also unable to refuse to take any application submitted to us unlike the private providers who can chose their clients and this is leading to an increased workload regarding unauthorised works and complaints arising from the use of private providers.
The current ICT Building Control system at NDDC is unable to provide accurate KPI data due to limited staff capacity and technical issues. A new ICT system is being procured and implemented for all 3 authorities, so the data in respect of the KPI’s will be available and it is hoped that this will be introduced in March 2019. The team are needing to input significantly to the work in preparing for this new system and thus performance figures are likely to decrease in Q3/4 as a result of
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19 competing priorities but longer term the new system will allow for a fully functioning service and better and more accurate reporting.
Planning Development Management Please note application numbers in tables below include minor alterations to Q2 figures due to corrected reporting.
Number of valid applications received – by application type – North Dorset Month Major Minor Other Misc* TOTAL December 2018 2 19 56 13 90 November 2018 2 44 117 58 221 October 2018 4 32 96 45 177 September 2018 3 17 34 82 136 August 2018 1 26 37 109 173 July 2018 3 25 47 92 166 June 2018 6 24 46 82 158 May 2018 4 30 4 99 137 April 2018 7 20 33 89 149 March 2018 4 20 21 91 136 February 2018 1 30 37 88 156 January 2018 12 49 43 100 204
Number of valid applications received – by application type – West Dorset Month Major Minor Other Misc* TOTAL December 2018 1 6 16 82 105 November 2018 4 49 70 137 260 October 2018 1 37 103 149 290 September 2018 6 31 65 109 211 August 2018 3 33 91 123 250 July 2018 7 53 94 119 273 June 2018 8 39 87 116 250 May 2018 2 36 95 110 244 April 2018 4 29 94 81 208 March 2018 5 31 97 84 217 February 2018 3 32 89 84 208 January 2018 6 16 80 79 181
Number of valid applications received – by application type – Weymouth & Portland Month Major Minor Other Misc* TOTAL December 2018 0 5 6 25 36 November 2018 1 23 30 53 107 October 2018 1 9 29 53 92 September 2018 2 11 21 31 65 August 2018 2 17 22 43 84 July 2018 2 13 27 34 76 June 2018 4 18 37 42 101 May 2018 3 12 34 44 93 April 2018 1 12 32 20 65 March 2018 3 9 35 23 70 February 2018 2 7 36 33 78 January 2018 3 19 22 33 77
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19 Misc includes Prior those applications types which do not fall within defined government categories and includes discharge of conditions, prior notification and other notifications
Fee Income Q3 Corporate Plan Priority: Developing Successful Partnerships Type of Fee North Dorset West Dorset Weymouth & Portland Condition Fee £3,534 £3,650 £680 Non Material Amendment £906 £2,208 £302 Permitted Development Case Fee £0 £1,204 £453.60 Planning applications £248,325 £215,162.50 £71319 Pre-App £4,162.49 £12,977 £2,964 Enforcement Case Appeals / Fees £0 £0 £0 TOTAL £256,927.49 £235,201.50 £75,718.60
Percentage of 'Major' planning applications determined within 13 weeks or agreed extension of time Aim Corporate Plan Priority: Building a Stronger Local Economy Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 100% (12 of 12) 100% (14 of 14 ) 75% (3 of 4) Q3 2018/19 Target 60% 60% 60% FY 2018/19 Target 60% 60% 60% FY 2017/18 Actual 82.76% 80.95% 87.50%
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Percentage of 'Non-Major' planning applications determined within 8 weeks or agreed extension of time Aim Corporate Plan Priority: Building a Stronger Local Economy Authority North Dorset West Dorset Weymouth & Portland 90% 81% 80% Q3 2018/19 Actual (404 of 447) (323 of 397) (102 of 128) Q3 2018/19 Target 70% 70% 70% FY 2018/19 Target 70% 70% 70% FY 2017/18 Actual 85.93% 87.86% 84.70%
Total number of appeals submitted Corporate Plan Priority: Empowering Thriving and Inclusive Communities Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 5 1 2 Q2 2018/19 Actual 7 9 2 Q1 2018/19 Actual 10 9 3 Q4 2017/18 Actual 4 7 4 Q3 2017/18 Actual 8 5 3
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Enforcement – Number of new live cases Corporate Plan Priority: Improving Quality of Life Authority North Dorset West Dorset Weymouth & Portland Non- Non- Non- Enforcement Level Priority Urgent Priority Urgent Priority Urgent Urgent Urgent Urgent Q3 2018/19 Actual ADV 0 0 2 0 0 6 0 0 0 Q3 2018/19 Actual DEV 2 9 7 0 10 7 0 1 8 Q3 2018/19 Actual BOC 2 10 1 0 1 2 0 0 1 Q3 2018/19 Actual COU 0 7 2 0 4 3 0 0 1 Q3 2018/19 Actual LBW 6 0 1 1 7 1 1 2 0 Q3 2018/19 Actual SEC 1 0 2 0 0 0 0 15 1 Q3 2018/19 Actual HH 0 0 0 0 0 0 0 0 0 Q3 2018/19 Actual TRE 2 2 0 1 2 1 0 0 0 SUB TOTALS 13 28 15 2 24 20 1 18 11 TOTAL 56 46 30 Key: ADV: Unauthorised advertisements DEV: Development BOC: Breach of Condition COU: Change of Use LBW: Unauthorised works to Listed Building SEC: Section 215 - Untidy Land or buildings HH: High Hedges TRE: Tree complaints
This data is a quarterly update on the number of new live cases per quarter for each of the 8 enforcement categories.
Building Control
Building Control Market Share (as at 31st December 2018) Corporate Plan Priority: Developing Successful Partnerships Authority North Dorset West Dorset Weymouth & Portland Full Plans 40 35 20 Building Notice 38 61 32 Partnership 5 49 36 Regularisation 5 5 7 Privately Certified 48 66 24 MARKET SHARE 65% 69% 80%
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Building Control: Percentage of completion certificates dispatched within 7 days of inspection Aim Corporate Plan Priority: Developing Successful Partnerships Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual Currently unable to report 94% 99% Q3 2018/19 Target data for North. IT system is 98% 97% FY 2018/19 Target being developed to enable 98% 97% FY 2017/18 Actual this. 97.13% 99.42%
Building Control: Percentage of Full Plan decisions deposited and notified within time limit Aim Corporate Plan Priority: Developing Successful Partnerships Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual Currently unable to report 100% 95% Q3 2018/19 Target data for North. IT system is 100% 100% FY 2018/19 Target being developed to enable 100% 100% FY 2017/18 Actual this. 100% 99.09%
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Service Plan Update
A Stronger Local Economy The Business Support team restructure is now complete with the news teams and roles beginning to embed which will provide better resilience for staff and more dedicated service to customer particularly for data enquiries which are a substantial part of the workload. Vacancies resulting from the restructure have been filled although new starters are not yet in post. There remain some delays within the planning application process as a result of reducing the validation timescale delays and this pushing through into the main planning team and with the changes occurring with staff taking on new roles within the Business support team. Cross training on the various ICT systems is ongoing so that better resilience will be in place shortly allowing for validation times to improve as these are just outside national targets at present (partly also due to the Christmas closure). Development Management (DM) are continuing to work alongside Policy and Implementation officers on the Accelerated Home Building programme and a number of key sites have been determined.
Thriving and Inclusive Communities The proposed new DM ICT system is moving forwards with an agreed contract with Idox to provide a single ICT uniform system (same system as NDDC but a new version) which will lead to greater efficiencies both within the service and in terms of enabling better public access to view and comment on planning applications. There have been some delays in movi8ng this project forwards due to sickness of the Idox project manager but progress is being made and provision being put into place for the running of existing and new systems in parallel to ensure the new system is robust prior to switching over. This does mean some additional work on current systems to allow for continued working post April 1st on the old systems as all the templates will need to be configured for the new authority. The Dorset wide Development Managers are seeking to align the critical 1st April processes to ensure the customer has minimal differences in approach as far as systems will allow for the new authority. Recent further advice on planning and GDPR does have an impact on the amount of historic data which can be put into the public domain directly but the new Business Support team does include dedicated resources to data which should provide a better service for the customer until such time as historic data can be made publically available.
Improving Quality of Life All planning decisions take into account relevant policy matters from national policy to neighbourhood plans where adopted. Several major applications on Local Plan allocated sites have come forwards in the last 2 years with provision for the associated infrastructure in accordance with policy provisions. The DM team have also assisted with the revisions to the Local Plans which are currently being progressed. The New NPPF has been published which has some subtle but significant changes particularly to affordable housing thresholds and new legislation in Building Regulations post Grenfell is still awaited although the report itself has made clear the intention to put more regulations back into the Local Authority remit.
Developing Successful Partnerships DM and BC teams work closely alongside colleagues in other authorities to ensure that processes, where systems allow are aligned across Dorset with a focus on ensuring those key areas which need to be aligned prior to the new Council are in place through the LGR work-streams. There are established good working relationships with all Statutory Bodies who interact with the planning system and regular Town and Parish Council training has regularly been undertaken in DCP but as yet no further sessions for the new Dorset Council Parish and Town Councils has been planned. As can be seen from the BC Manager report, there are many successful partnerships between the LA BC team and local building firms particularly in WDWP area.
Actions outside of Corporate Plan Ongoing process review work is continuing although focussing at present on those processes which will need to be changed as a result of the new ICT system and for the new Council. There is a major project for improving the quality of the data held both in current electronic form and for digitising existing microfiche as part of a joint project with Land Charges. This is necessary for providing quality data to transfer to the new ICT system and to enable easier search facilities for users of the planning data, both internally (Land Charges and Planning) and those wishing to research planning history externally although there are some initial issues with the publication of this data and the impact of GDPR. Work is also continuing to ensure current data is compliant with the provisions of the GDPR and the Business Support restructure will allow for greater emphasis to be placed on data quality through the provision of dedicated officers (appointed but not yet in post).
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Future Issues
There will be inevitable changes in how planning works as systems and procedures are aligned for 1st April and the new Council. Certain matters need to be legally in place for the new Council to determine Planning and Building regulations matters beyond April and a major focus is being put on these critical areas of work in addition to those which are needed ready for the single ICT system which is planned to become operational early in 2019. Although operational it is not intended to switch from the current operating systems until after April 1st to allow for proper testing by running the new and legacy systems in parallel for a period. This will have some impact on staff but none on the public as the legacy systems will remain the public interface.
The introduction of the new system is shortly to enter test stages which will result in the majority of staff being required at times to test the emerging new system to ensure it is fit for purpose. Some of this has already commenced on elements of the new system and as the implementation moves closer there will be further impact on the processing of planning applications whilst staff are involved in training and testing and whilst the new and legacy systems are being run in parallel but there is little that can be done to mitigate for this as testing is a necessary part of ensuring the future success of the single system. There will be disrupted access and times when the system will not be “live”, either for staff or customers, particularly during data migration from current 3 systems to the new system will result in there being some possible disruption to the current public access to the service and when dates are clearer as to when this will occur there will need to be clear communication of this to members and customers. At present this is unlikely to be before 1st April. The process of testing the new system and in transferring the operation to the new single system will also result in some delays in planning applications whilst consultee responses are awaited and whilst staff are training and data being transferred to the new system. There is no mitigation for this nor way to avoid this occurring at some stage and is solely due to the large quantities of data which need to be moved although we are seeking to deal with this on a phased basis for the 3 authorities if possible. Longer term the new system will allow for far more data to be available electronically to the public allowing for more self service through digital means and a single more effective way for staff and customers to work across the 3 Council areas seamlessly.
Key risk areas
10 Service operational risks have been identified for Planning Development & Building Control:-
Very High Risks 1 High Risks 2 Medium Risks 4 Low Risks 3
Reduced performance during implementation of new ICT system CURRENT SCORE Planned risk reduction initiatives TARGET SCORE Impact 4 Important for sufficient dedicated resource to be given Impact 4 Likelihood 5 to this project and that time is given to allow for full Likelihood 3 Risk Score 16 testing prior to go live. ICT project team in place but Risk Score 12 secondments due to end prior to the current predicted "live" dates. A separate risk assessment for the ICT Risk Rating VERY HIGH project is in place. Now proposed to run both existing Risk Rating MEDIUM and new system for a short period of time during transition
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Technical Systems failure CURRENT SCORE Planned risk reduction initiatives TARGET SCORE Impact 4 The ICT project has included the formation of a project Impact 4 Likelihood 4 team of "super-users" of 4 staff who work within the Likelihood 3 Risk Score 16 department. This will give greater resilience with the Risk Score 12 new system but loss of existing knowledge remains high for the current 3 systems. New posts are being created within the admin restructure to look at the technical and data needs of the service but those Risk Rating HIGH appointed have yet to take up the roles. There are no Risk Rating MEDIUM posts of this nature either in DM or IT teams with expertise at present. There needs to be resilience within the service itself given that there no intention to create any dedicated support within the ICT team.
Service Implementation Plan CURRENT SCORE Planned risk reduction initiatives TARGET SCORE Impact 4 Provision of adequate dedicated staff resources to ICT Impact 4 Likelihood 4 project is now a real issue as staff have dropped back Likelihood 3 Risk Score 16 into their substantive roles. Contractor resources are Risk Score 12 coming to the end of their tenure and there is significant risk of them leaving before project implementation. Risk Rating HIGH Detailed risk assessment undertaken separately for this Risk Rating MEDIUM ICT project.
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Community & Policy Development Corporate Manager – Hilary Jordan
(Spatial planning, Urban design, Landscape & Sustainability, Community Planning, Community Development, Housing Enabling, Planning Obligations)
Lead Portfolio Holders – Cllr Ian Gardner (Planning), Cllr Matthew Hall (Sustainability)
Revenue summary
Subjective analysis Full Year Current Comments / actions Budget 2018/19 (£) There have been savings as a result of the service reviews Employees 429,141 approved in January 2016.There have also been savings as a Premises 3,316 result of fewer grants being awarded and savings in the Transport 4,764 housing enabling and community development salary budgets. Supplies & Services 178,263 Payments to clients 355,535 Development plan budgets have been overspent as a result of spending on the evidence base for the local plan. There are Income (116,936) reserves in place to cover this if necessary, and it will also be Net expenditure 854,083 partially offset by additional planning grant income that is likely Q3 Predicted variance 2,976 (F) to be received. Q2 Predicted variance 3,500(F) Q1 Predicted variance 7,226(F)
Key performance data
Exception Report from Head of Service
Affordable Housing:
In this quarter there were 35 new affordable homes completed: 3 in North Dorset, 28 in West Dorset and 4 in Weymouth & Portland.
The 3 completions in North Dorset were on the Corner Close site at Marnhull. It is expected that further affordable homes will be completed by the end of the financial year at Gillingham (17 through the redevelopment of garage sites by Sovereign) and Shaftesbury (17 on the Mampitts site).
The 28 completions in West Dorset include 24 at Putton Lane in Chickerell (both rented and shared ownership) and 4 social rented homes completed by Magna in Portesham. Sites under construction include Barton Farm in Sherborne, Poundbury, 24 homes in Charminster and 8 at Powerstock. Stonewater area also developing all-affordable housing schemes in Mosterton and Winterbourne Abbas and some of these should be completed before the year-end.
The 4 new affordable homes in Weymouth & Portland were acquisitions rather than new builds: these were open market homes acquired for rented affordable housing by the developer of the Lorton Lane site in Weymouth, as required by the section 106 agreement. Other homes in Weymouth and Portland that are currently being constructed are 21 shared ownership homes on Osprey Quay, 7 shared ownership at Curtis Field and the final 3 homes on the Pemberley site.
Housing Land Supply:
At April 2018, none of the councils had the required five-year housing land supply. North Dorset had 3.3 years’ supply and West Dorset, Weymouth & Portland (which have a joint target) had 4.88 years’ supply. The lack of five-year land supply is continuing to result in a significant number of speculative planning applications, as where there is no five-year
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19 housing land supply, relevant local plan policies for the supply of housing should not be considered up to date and so cannot be given as much weight in decisions.
The government’s definition of what constitutes a deliverable housing site (i.e. one that can be included in the five year housing land supply) has changed this year and the figures above have been calculated using this new tighter definition. The first published results of the new Housing Delivery Test are still awaited. If these result in changes to the figures, they will be amended in the next quarterly report.
Number of affordable homes (gross) delivered (cumulative) Aim Corporate Plan Priority: Building a Stronger Local Economy Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 15 46 35 Projected Year End 49 82 58 FY 2018/19 Target 50-68 70-100 50-65 (Range) FY 2017/18 Actual 9 131 13
Five Year Supply of Housing Corporate Plan Priority: Building a Stronger Local Economy
This is a national requirement that has a significant impact on planning decisions. The formula for calculating it includes adjustments relating to shortfalls from previous years, so the target is adjusted each time the supply is assessed.
West Dorset and Weymouth & Portland calculate the five-year land supply on a joint basis, as they have a joint local plan with joint targets.
The base date is 1 April each year, when a full survey is undertaken, however there is a time lag due to the processing involved to calculate the target and outturn, so the latest figures are not available until a few months later.
April 2018-based figures for all areas are:
Target Actual North Dorset 2,370 1,567 (3.3 years – target not met) West Dorset and 5,612 5,479 (4.88 years – target not met) Weymouth & Portland Combined
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19 Currently, neither North Dorset nor the West Dorset, Weymouth & Portland joint local plan area has a five-year housing land supply.
Service Plan Update
A Stronger Local Economy The ‘Preferred Options’ document for the West Dorset, Weymouth & Portland Local Plan was published for public consultation on 13 August, with a closing date of 15 October. This includes proposals for significant new development allocations including land north of Dorchester. Responses are being summarised and will be published in the new year but it is not intended to progress to the next stage (pre-submission publication) before the new council is in place. It is not intended to take the North Dorset Local Plan to the next ‘preferred options’ consultation stage prior to the establishment of the new council, but work on the evidence base is continuing, including the appointment of consultants to undertake a strategic landscape and heritage study. The business plan for the new Local Authority Trading Company for West Dorset has been agreed. Due diligence work is continuing with Homes England to enable the Housing Infrastructure Fund commitments at Gillingham, Chickerell and Portland to be released. The Growth and Housing Fund bid for the improvements to the Miles Cross junction at Bridport, necessary for the development of the Vearse Farm site, has unfortunately not been successful. Consultation has taken place to inform the preparation of a Dorchester Town Centre Masterplan.
Thriving and Inclusive Communities There has been further progress with Neighbourhood Plans: the revised Blandford+ plan has been published for consultation; the Fontmell Magna plan was made in November; Pimperne, Hazelbury Bryan and Sturminster Newton are all going to referendum in the new year; and Askerswll’s plan will be made in January. The ‘Working With You’ action plans for the more deprived areas of Weymouth & Portland have been updated in 2018 and continue to be implemented and similar community capacity-building work is also being carried out in the Skilling and Court Orchard areas of Bridport.
Improving Quality of Life Implementation of the Dorset and Cranborne Chase AONB Management Plans is continuing; reviews of both plans (as required every five years) are taking place and these are due to be brought to the councils for adoption prior to April. The AONB Partnership Boards are responding to the ‘Glover Review’ of protected landscape designations that is currently under way.
Future Issues
The revised National Planning Policy Framework was published in July and is being taken into account in the emerging local plan reviews. The revised document introduces a new standard methodology for determining housing requirements and a housing ‘delivery test’ in addition to the current requirement for a five-year supply of land for housing. The first Housing Delivery Test results are due to be published by Government very shortly. The introduction of the housing delivery test will l increase the risk of local planning policies needing to be regarded as ‘out of date’ and given less weight in planning decisions.. Currently none of the three councils has a five year housing land supply. There is also a new requirement for ‘statements of common ground’ to be prepared by groups of local planning authorities to demonstrate cooperation: the first one for Dorset has been developed jointly by the Dorset authorities working together through the Strategic Planning Forum, and has been considered by committees in December. Decisions about how local plans are to be taken forward by the new council will be critical, and work on resource planning is taking place.
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Key risk areas
10 Service operational risks have been identified for Planning Community & Policy Development:-
Very High Risks 1 High Risks 0 Medium Risks 5 Low Risks 4
Inadequate development land supply CURRENT SCORE Planned risk reduction initiatives TARGET SCORE Impact 4 Five year land supply is monitored annually and falling Impact 4 Likelihood 5 below target is always a risk if development sites fail to Likelihood 2 Risk Score 20 come forward. If we are without a five-year supply (or, Risk Score 8 in future, if our record of housing delivery is below standard) then decisions must be based on national policy and we will have less local control. This will potentially increase the supply. In the longer term the Risk Rating VERY HIGH local plan reviews provide an opportunity to increase Risk Rating MEDIUM supply. We are also taking a proactive approach to increasing delivery through the 'Accelerating Home Building' programmes agreed by all three councils.
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Economy, Leisure & Tourism Head of Service – Nick Thornley
(Economic Regeneration, Business Support, Tourism & Visitor management, Leisure & Cultural Development and Facilities, Events Management, Beach Management, Harbour Management)
Lead Portfolio Holder – Cllr Mary Penfold (Enabling)
Revenue summary
Subjective analysis Full Year Current Comments / actions Budget 2018/19 (£) Economic Regeneration - Small favourable variance projected Employees 816,337 for salary costs which will offset the predicted adverse Premises 191,633 variance on Transport. Development Promotion is predicted to Transport 21,616 be on budget by year end. Supplies & Services 961,225 Payments to Clients 758,629 Leisure & Commissioning - Unbudgeted income relating to a Profit Share payment is due from 1610 Ltd this FY. In addition, Income (961,982) a favourable variance is anticipated in relation to the DCC Net expenditure 1,787,458 contribution due, some of which will be paid to 1610 Ltd to Q3 Predicted variance 46,500 (A) contribute towards the ATP. No significant variances are Q2 Predicted variance 10,000(F) anticipated across any other cost centres. Q1 Predicted variance 29,500(F) Tourism & Events - Anticipated overspend on Water Safety due to essential replacement of life saving equipment but this will be offset by a saving on Distribution Contract and increased income. Overall TIC income is predicted to be adverse due to long term sickness cover and the budget not sufficient to cover for 6 day week trading. Adverse variance also predicted on Rates due to budget which has never reflected the correct value of this statutory charge and the inflationary increase set by Government annually
West Dorset Harbours - All income targets achieved or exceeded due to delivery of new services, good quality service delivery and excellent weather. Bridport expenditure higher than predicted due to purchase of boat lifter - to improve safety and earn new income in this and future years.
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Key performance data
Exception Report from Head of Service
Visit Dorset
Website continues to perform well - a partnership involving 6 councils and approximately 500 businesses.
Number of visits to VisitDorset.com (cumulative) Aim Corporate Plan Priority: Building a Stronger Local Economy Authority Dorset Council’s Partnership (DCP) Q3 2018/19 Actual 1,895,074 Q3 2018/19 Target 1,550,000 FY 2018/19 Target 2,000,000 FY 2017/18 Actual 1,956,944
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Service Plan Update
A Stronger Local Economy Performance against new strategic plan for 4 councils promoting economic growth being monitored. Supported by Dorset LEP. Regular meetings of DCC and DCP officers to monitor progress. Visit Dorset tourism partnership progressing well as partnership of 6 rural/western local authorities and businesses, integrating with the Dorset LEP/Dorset Tourism Association. New ways of working for 2 of the 4 West Dorset TIC in place. Lyme and Sherborne being progressed. Strong partnership working with local business groups and coastal community teams. Coastal Communities bid submitted (£1 million plus) New developments at Weymouth Harbour being planned in conjunction with Peninsula development.
Thriving and Inclusive Communities Sports centre management arrangements under review in partnership with other Dorset Councils. Improvements carried out at Dorchester Sports Centre by operator 1610 Museum development projects supported in Dorchester. Support being given to support Weymouth Museum. Weymouth Seafront and Esplanade service continues to achieve national and European recognition for the management and maintenance of the seafront and received the 2018 Blue Flag Award, Seaside Award and TripAdvisor Beach Award. New Esplanade lighting and Sculpture trail projects being progressed in Weymouth.
Improving Quality of Life Plans to improve Weymouth Harbour based on the Fisher report being progressed. Weymouth Town Centre Manager – application for Purple Flag accreditation successful, signing project being prepared. Work has started on an extension to Lyme Regis harbour office.
Developing Successful Partnerships Successful working with Planning Policy team on distribution of section 106 funding to support new facilities, particularly in Dorchester. Strong partnerships with businesses and local education facilities promoting local career and job opportunities through career fairs, networking and young enterprise initiatives.
Key risk areas
11 Service operational risks have been identified for Economy, Leisure & Tourism:-
Very High Risks 0 High Risks 0 Medium Risks 3 Low Risks 8
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Assets & Infrastructure Assistant Head of Service – Sarah Cairns
(Harbour & Coastal Infrastructure, Land Drainage, Emergency Planning, Capital Works, Property Development, Property & Facilities Management, Parking, Transport & Fleet Management)
Lead Portfolio Holders – Cllr John Russell (Environmental Protection & Assets)
Revenue summary
Subjective analysis Full Year Current Comments / actions Budget 2018/19 (£) Industrial Sites: Rental income from newly purchased property Employees 1,091,021 offset loss of income from void lets. Additional income Premises 1,947,205 achieved by re-letting void lets quickly and rent reviews, due to Transport 47,806 work to remedy dilapidations. Additional rates and consultancy Supplies & Services 978,060 expenditure on void properties. Income (5,527,280) Market: General downturn in traders likely to result in £13,000 less income in 2018/19 than budgeted. Net expenditure (1,463,188) Public Conveniences: Issue with cleaning contract non- Q3 Predicted variance 105,303 (F) performance. Not likely to impact budget as much as Q2 Predicted variance 202,234(F) previously thought. Savings made due to reduction in rates. Q1 Predicted variance 200,000(F) Property Services Staff: Use of agency staff reduced as posts now filled, however likely to cause overspend on this budget. South Walks House: Significant reduction in rates costs, but additional electricity, cleaning and security costs likely to exceed budget. Operational Properties: Favourable due to rates liability on Shire Hall ceasing, but reduced due to agreed write off of rents invoiced to DWP (£67,000 A). Car Parks: Overspend in maintenance and repairs offset by favourable income. Engineering Infrastructure, adverse variance on Land Drainage will be negated by salary savings, and spending will increase in Q4 to allow for Harbour Dredging Contracts to be completed towards end of this Quarter, but likely to be on track overall.
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Key performance data
Exception Report from Head of Service
Parking
There have been several episodes of sickness absence within the enforcement team during quarter 3. We have reduced the required hours to accommodate the Christmas Parking concessions in the different areas.
We have successfully recruited two parking appeals officers who started at the beginning of December. This has had a positive effect on our response times to informal challenges however the extended Christmas break lead to a number of challenges being answered slightly in excess of the 10 day target.
Parking
Number of parking staff hours deployed across the district Aim Corporate Plan Priority: Developing Successful Partnerships Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 318 2,180 1,470 Q3 2018/19 Target 473 2,335 1,613 FY 2018/19 Target 2,200 11,300 7,300 FY 2017/18 Actual 2,200 11,300 7,300
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Percentage of penalty charge notices cancelled as Civil Enforcement Officer error at any stage Aim Corporate Plan Priority: Developing Successful Partnerships Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 0% 0.17% 0.11% Q3 2018/19 Target 1% 1% 1% FY 2018/19 Target 1% 1% 1% FY 2017/18 Actual 0.72% 0.37% 0.40%
Percentage of informal challenges responded to within 10 working days Aim Corporate Plan Priority: Developing Successful Partnerships Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 64% 73% 72% Q3 2018/19 Target 75% 75% 75% FY 2018/19 Target 75% 75% 75% FY 2017/18 Actual 63% 62% 64%
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Percentage of Penalty Charge Notices (PCNs) giving rise to formal representations Aim Corporate Plan Priority: Developing Successful Partnerships Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 4% 2% 3.5% Q3 2018/19 Target 5% 5% 5% FY 2018/19 Target 5% 5% 5% FY 2017/18 Actual 0.90% 1.77% 2.17%
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Service Plan Update
A Stronger Local Economy The Peninsula development submitted an outline planning application in May 2018 – this work involves the preparation of layout designs and consultation with key stakeholders. As the sale of North Quay was not completed we are looking at alternatives for the site which remains a key site for regeneration as part of the Weymouth Town Centre Masterplan. Work continues across all 3 council areas with PSP to release sites for housing or capital receipts. We are also looking at under used car parks that are not performing well financially. Resurfacing of car parks in West Bay is now complete. The works to the Lyme Regis harbour masters office have been tendered with the chosen contractor mobilising.
Thriving and Inclusive Communities Community sandbag stores have been replenished following winter. The out of hours response (Bronze, silver and gold) continues to be manged by A&I along with dealing with any emergency incidents either in or out of hours including keeping up to date operational response plans for flooding, coastal pollution and landslips. We have also chaired Safety Advisory Groups for larger events. Work has taken place to transfer the Greenhill chalets to a user group but is still to complete.
Improving Quality of Life Work is nearing completion on the asset register for all three councils that will identify all costs and all income for each individual asset. This will be of particular use when considering transfer of assets to town and parish councils. Works at Verne Common to introduce grazing by goats took place late summer 2018. Discussions have taken place with EA regarding a strategy for Weymouth Harbour walls; the coastal process study report has been delivered. Repairs to Wall D in Weymouth Harbour are awaiting planning decision.
Developing Successful Partnerships The generator from Nordon has been moved to Crookhill as part of our business continuity planning and live testing took place successfully in September. Each of the 3 councils now has an approved parking policy in place. Asset condition surveys along with bathymetric and laser surveys have been carried out on The Cobb with a professional partner stakeholder event to discuss the approach to be taken with repairing the Grade 1 listed structure.
Actions outside of Corporate Plan Work has begun on discussions regarding transfer of assets to Town and Parish Councils in general. A&I continue to inspect and maintain all 3 councils assets including our operational buildings, industrial units, catering and retail outlets, car parks, coastal defences, harbours, bridges, tunnels, drainage, hotels, public conveniences, land etc. We are working in partnership with the EA to deliver a comprehensive flood alleviation scheme at West Bay.
Key risk areas
13 Service operational risks have been identified for Assets & Infrastructure:-
Very High Risks 0 High Risks 0 Medium Risks 8 Low Risks 5
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Democratic Services & Elections Corporate Manager – Jacqui Andrews
(Democratic Support, Electoral Registration & Elections)
Lead Portfolio Holder – Cllr Peter Barrowcliff (Corporate)
Revenue summary
Subjective analysis Full Year Current Comments / actions Budget 2018/19 (£) Democratic Services: Predicted overspend on various staff Employees 237,514 budgets, including staff travel to training events. Offset partially Transport 16,567 due to saving on printing. Supplies & Services 455,513 Elector Services: Whilst there is no intention to recruit to the Income (35,425) vacant Electoral Services Manager post, it is the intention to appoint a Casual Business Support Officer to assist in the Net expenditure 674,169 preparations for the May 2019 Elections. This post will be filled Q3 Predicted variance 22,877 (A) from 1 March 2019. It is difficult to estimate future printing and Q2 Predicted variance 6,600(A) postage costs but the figures have been based on a typical Q1 Predicted variance 3,690(A) period and are predicting an overspend. If a snap Parliamentary Election or National Referendum is called this will be significantly higher. Parliamentary Elections is over budget as Electoral Claims Unit paid less than what was accrued. Member Services: Overspend predicted on member travel claims due to additional travel to meetings though offset by saving on advertising budget which is not required this year.
Key performance data
Democratic Services & Elections currently have no Business Review performance measures.
Service Plan Update
With the creation of the new Dorset Council, it has been decided that it will not be mandatory for all report-writing officers to be trained to use the ModGov workflow process. However, training will be made available for those officers that wish to use the workflow that assists with report clearance and scheduling processes.
Promoting digital electoral registration – the Team has promoted digital electoral registration in all communications with residents and included an incentive with the annual canvass to encourage a digital response. The annual canvass is now complete with return rates as follows: North Dorset District Council 95.96%, West Dorset District Council 94.45% and Weymouth & Portland Borough Council 93.05%.
Future Issues
Together with all other Services, the Team will be involved in the work to achieve successful local government reorganisation. To date, the Team has been involved in preparing a submission to the Local Government Boundary Commission for England in respect of the Boundary Review being undertaken by them establishing Wards for the new Unitary Councils. The Team has also been involved in the administration of the Shadow Dorset Council and Shadow Executive meetings, and is currently involved in preparation for the Elections in May 2019 and developing a governance structure for the new Dorset Council.
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Key risk areas
7 Service operational risks have been identified for Democratic Services & Elections:-
Very High Risks 0 High Risks 0 Medium Risks 2 Low Risks 5
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Human Resources & Organisational Development Corporate Manager – Bobbie Bragg
(HR Policy, Recruitment, Workforce Planning, Staff Performance, Health & Safety)
Lead Portfolio Holder – Cllr Peter Barrowcliff (Corporate)
Revenue summary
Subjective analysis Full Year Current Comments / actions
Budget 2018/19 (£) There may be a small saving on salaries at year end, but Employees 238,633 current underspends on corporate training and workforce Transport 1,772 development are likely to increase and the majority of these Supplies & Services 19,442 budgets are predicted to be spent at year end. Net expenditure 259,847 Q3 Predicted variance 0 Q2 Predicted variance 0 Q1 Predicted variance 0
Key performance data
Exception Report from Head of Service
The average FTE figure is based on a comparison of data supplied for the ONS quarterly surveys as at March 2018 and December 2018. The Q3 figure of 5.79 days per FTE employee compares with a corresponding figure of 5.17 days for last year.
Total days lost for the period was 1,236 (800 days in Q3 last year).
The number of absence periods was 303 (245 last year).
Long term absence amounted to 34% of all absence (50% last year).
14 employees had a long term absence (16 last year). As at the end of Q3, 4 had fully returned, 2 were on phased returns, 6 were still off work and 2 had left their employment.
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Average number of working days lost to sickness per employee (cumulative) Aim Corporate Plan Priority: Developing Successful Partnerships Authority Dorset Council’s Partnership (DCP) Q3 2018/19 Actual 5.79 days Q3 2018/19 Target 5.25 days FY 2018/19 Target 7 days FY 2017/18 Actual 7.23 days
Service Plan Update
LGR HR & OD work stream – members of the DCP HR team are working collaboratively with our future partner organisations on all elements of the LGR HR&OD work stream & HR&OD programme
Key risk areas
6 Service operational risks have been identified for Human Resources & Organisational Development:-
Very High Risks 0 High Risks 1 Medium Risks 2 Low Risks 3
HR has insufficient capacity to support DCP HR Business as usual LGR HR & OD delivery plan CURRENT SCORE Planned risk reduction initiatives TARGET SCORE Impact 4 Impact 4 Likelihood 4 Likelihood 1 Risk Score 16 Redesign HR; implement Business Partner model. Risk Score 4 Risk Rating HIGH Risk Rating LOW
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Legal Services Corporate Manager – Robert Firth
(Legal, Deputy Monitoring Officer, Land Charges)
Lead Portfolio Holder – Cllr Peter Barrowcliff (Corporate)
Revenue summary
Subjective analysis Full Year Current Comments / actions Budget 2018/19 (£) Legal services is expecting a small end of year overspend due Employees 518,380 to the costs associated with having to engage a locum as a Transport 816 result of a further staff vacancy and additional library costs Supplies & Services 60,355 which will only partly be offset by additional income and Income (206,500) current surplus staff costs associated with existing vacancies. There is a predicted surplus of circa £10,000 against budgeted Net expenditure 373,051 income for land charges which will offset additional anticipated Q3 Predicted variance 21,663 (F) local authority costs; land charges have also received a one off Q2 Predicted variance 0 additional windfall payment from a section 31 grant. Q1 Predicted variance 0
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Key performance data
Exception Report from Head of Service
Targets remain on track despite unseasonably high search numbers particularly for West Dorset. Q4 figures may be adversely impacted by close down periods particularly attributable to pending IT changes.
The number of land charge searches during quarter 3 was: NDDC 354, WDDC 627, WPBC 437
Average days to process Land Charge searches (working days) Aim Corporate Plan Priority: Developing Successful Partnerships Authority North Dorset West Dorset Weymouth & Portland Q3 2018/19 Actual 4 days 9 days 3 days Q3 2018/19 Target 15 days 15 days 15 days FY 2018/19 Target 15 days 15 days 15 days FY 2017/18 Actual 12 days 33 days 17 days
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Appendix 2 West Dorset District Council Business Review – Quarter 3 2018/19
Service Plan Update
Maintain adequate support and assistance to the Councils’ property activities Resources remain under pressure particularly as a result of ongoing increased project work arising as a consequence of LGR. Temporary resources remain in place and if necessary consideration will have to be given to outsourcing discreet pieces of work that cannot be delivered in-house.
Maintain initiatives to secure the delivery of an effective Land Charges Service As at the previous quarter, work on securing the delivery of a resilient and effective land charges services continues in a variety of ways including acquisition of a single IT system, an on-going action plan for West Dorset and a project to deliver improved data. All Councils are still operating within target times.
Provide support and assistance to the development of reorganisation initiatives The Legal Services Unit is contributing to work streams supporting the introduction of the new unitary council. The volume of work in this area continues to increase and is impacting on capacity. . Explore opportunities to develop improving working relationships with other Councils Various work streams are on-going both in relation to legal services and land charges to identify issues relevant to securing an effective transition following go live.
Future Issues
Workloads arising as a result of the Securing Dorset Council project continue to impact upon the legal service and to a lesser degree, land charges. Actions are in place that assess such impacts and seek to secure measures to minimise any adverse impacts.
Key risk areas
7 Service operational risks have been identified for Legal Services:-
Very High Risks 0 High Risks 0 Medium Risks 3 Low Risks 4
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This page is intentionally left blank WDDC Capital Update Quarter 1 2018/19 Appendix 3
West Dorset District Council - Quarter 3 Capital Update Appendix 3 Overall scheme budget Current year budget Scheme Budget Total Predicted Estimated 2018/19 Current Year Forecast Holder Scheme Total Scheme Budget Expenditure Year End Budget Expenditure Variance to 31/12/2018 Variance Commentary
£ £ £ £ £ £ Environmental Protection & Assets - Cllr John Russell Dorchester D Brown 1,400,000 1,400,000 0 311,138 36,087 0 Charles Street Covered Market and hotel options being Retail Scheme investigated and will be reported back to members for decision. Masterplan draft due in new year. Development of D Brown 553,444 553,444 0 553,444 0 0 Charles Street Covered Market and hotel options being Dorchester investigated and will be reported back to members for decision. Town Centre Masterplan draft due in new year.
Purchase of The purchase of this large industrial unit was completed in May
Page 83 Page S Cairns 1,884,000 1,884,000 0 1,884,000 1,883,357 0 Napoleon 2018 House, Bridport
West Bay Deep S Cairns 85,000 55,240 29,760 32,760 0 32,760 Design and contract supervision complete. Water Berth Design
West Bay S Cairns 950,000 918,507 31,493 133,235 96,349 30,000 Works has now been completed. Harbour Wall
Lyme Regis S Cairns 3,492,843 3,225,145 267,698 287,698 0 267,698 After allowing £20,000 this financial year for continuing slope Env. Imps Phase monitoring, landscape maintenance and ecological mitigation 4 maintenance and monitoring, it is estimated there will be a favourable variance of £267,698. WDDC Capital Update Quarter 1 2018/19 Appendix 3
Overall scheme budget Current year budget Scheme Budget Total Predicted Estimated 2018/19 Current Year Forecast Holder Scheme Total Scheme Budget Expenditure Year End Budget Expenditure Variance to 31/12/2018 Variance Commentary
£ £ £ £ £ £ Lyme Regis S Cairns 200,000 200,000 0 123,410 12,369 50,000 Nearing end of stage 2 of 3 for consultancy works. Full design Env. Imps Phase nearing completion. Potential compensation events mean that 5 Feasibility and overall budget may be fully spent - not clear at present. design
Lyme Regis S Cairns 2,300,000 2,300,000 0 300,000 0 300,000 No construction of scheme likely to start until 2019/20. Env. Imps Phase 5
Page 84 Page Lyme Regis S Cairns 480,000 480,000 0 439,389 302 0 The budget is allocated for the design and build of an upper Harbour Office floor to the existing Harbour Office. Contractor has been appointed and construction due to commence in January 2019.
West Bay S Cairns 3,000,000 3,000,000 0 500,000 0 0 This project is for flood defence works at West Beach, East Coastal Beach and Park Dean embankment at West Bay, in partnership Improvements with the Environment Agency, agreed at Strategy Committee on 18 July 2017. It is anticipated that the construction contract will be awarded in January 2019. Construction dates are from February 2019 to March 2020
West Bay Coast S Cairns 40,000 40,000 0 40,000 33,435 0 New BMP to be written in 2019. Protection Works, Beach Management Plan Dorchester D Brown 235,000 235,000 0 235,000 0 0 Planning application for demolition of Acland Road Church Additional approved. Work to start on site before end of this financial year. Parking WDDC Capital Update Quarter 1 2018/19 Appendix 3
Overall scheme budget Current year budget Scheme Budget Total Predicted Estimated 2018/19 Current Year Forecast Holder Scheme Total Scheme Budget Expenditure Year End Budget Expenditure Variance to 31/12/2018 Variance Commentary
£ £ £ £ £ £ Housing - Cllr Timothy Yarker Open Market H Jordan 320,000 320,000 0 41,250 0 0 The original scheme was to enable eight households to Home Buy purchase shared ownership properties on the open market. The Scheme scheme was administered by South West Homes. The sum of £41,250 relates to one of the loans that has been repaid and recycled.
Local Home H Jordan 4,000,000 4,000,000 0 4,000,000 50,000 0 The Local Authority owned housing company, Homes Dorset Ownership Ltd has been incorporated, the directors appointed and a bank Scheme account set up. Funds will be paid as and when required Page 85 Page
Housing H Jordan 2,223,000 2,223,000 0 771,800 396,800 345,000 Melrose Court, Poundbury has been completed for £396,800 Initiatives using some S106 budget. A further £30,000 has been committed to fund the refurbishment of two Council owned properties in Bridport so they can be used a temporary accommodation. Enabling - Cllr Mary Penfold Dorchester N Thornley 5,280,000 5,100,125 179,875 432,951 253,075 179,875 Final payment has been made for this project - there will be no Leisure Centre further expenditure. Phase 1
West End N Thornley 362,877 362,877 0 50,000 40,000 0 The final staged payment of the grant has been authorised and Community Hall will be made shortly.
Shire Hall - Main S Cairns 2,706,264 2,706,264 0 232,978 304,560 0 The scheme is complete and open. A & I are jointly working on Project the HLF grant claim
WDDC Totals 29,512,428 29,003,602 508,826 10,369,053 3,106,334 1,205,333 This page is intentionally left blank WDDC Treasury Management Quarterly Report as at 31st December 2018 Appendix 4
30th Sept Average Current Portfolio 31st Dec Average 2018 Rate (%) 2018 Rate (%) £ Debt £ 850,000 2.84 PWLB 850,000 2.84 850,000 2.84 Total Debt 850,000 2.84 Current Investments Property Funds 4,693,572 5.25 CCLA property fund 4,723,379 5.06 2,712,888 4.22 LIME property fund 2,729,471 4.20
Units Funds 4,054,720 0.85 Payden Sterling Reserve Fund 4,047,454 0.86 2,221,156 5.39 HC Charteris Premium Fund 2,293,425 4.85 3,328,665 3.83 UBS Multi Asset Income Fund 3,177,546 3.79 896,322 5.93 City Financial Diversified Fixed Interest Fd 864,287 6.33 3,043,935 7.12 Schroders Income Maximiser Fund 3,774,690 8.21 2,742,359 3.89 City Financial Multi Asset Income Fund 2,604,643 3.38 3,756,329 4.73 M&G Global Dividend Fund 3,259,110 4.36 986,681 3.81 CCLA Diversified Income Fund 948,240 3.52 1,912,076 3.48 M&G Strategic Corporate Bond Fund 1,857,312 3.52 2,449,004 4.05 Investec Diversified Income Fund 2,412,239 4.27 992,669 1.55 Royal London Enhanced Cash Plus Fund 989,357 1.50 2,412,740 3.12 Threadneedle Strategic Bond Fund 2,349,476 3.07 2,554,393 4.00 Threadneedle UK Equity Income Fund 2,240,680 4.01 Threadneedle Sterling Short-Dated 984,447 1.83 Corporate Bond Fund 974,542 1.83
Covered Bonds 2,080,347 4.25 Leeds BS Covered Bond 4.25% 17/12/18 - - 2,008,206 1.01 Leeds Build. Society FRN 01/10/19 2,008,980 1.04
Money Market Funds 1,900,000 0.59 Blackrock sterling liquidity 2,550,000 0.63 1,900,000 0.59 DB Advisors managed sterling 2,550,000 0.65 1,900,000 0.64 Goldman Sachs liquid reserves 2,550,000 0.69 2,400,000 0.60 Aberdeen Standard sterling liquidity 2,948,000 0.83 1,900,000 0.68 Federated sterling liquidity 2,552,000 0.74
Deposits 2,500,000 0.50 Lloyds Bank Monthly Bonus call account 2,500,000 0.50 1,005,000 0.40 Santander reserve account 1,005,000 0.40 552,000 0.40 HSBC call/deposit account 1,462,000 0.40 1,005,000 0.10 Handelsbanken liquidity account 1,005,000 0.10 - - Debt Management Office (DMO) 9,500,000 0.50
58,892,509 Total Investments 69,876,831
58,042,509 Net (Debt)/Investments 69,026,831
Page 87 This page is intentionally left blank Agenda Item 7
Strategy Committee 7 February 2019 Request for grant from St Osmund’s Middle School For Decision
Portfolio Holder: Cllr Mary Penfold – Enabling
Senior Leadership Team Contact: S Caundle, Assistant Chief Executive
Report Author: T. Hurley, Leisure Commissioning Manager
Statutory Authority: Localism Act 2011 – ‘general power of competence’.
Purpose of Report
1. To present to the committee a request for funding from St Osmund’s Middle School for a one-off grant to support community access to its sports facilities.
Officer Recommendations
2. That the Committee approves a one-off grant of £15,000 to St Osmund’s Middle School to support the retention of community access to sports facilities.
3. That the Head of Economy Leisure & Tourism is given delegated authority to agree the terms of a grant agreement, to include details of community access arrangements, with St Osmund’s Middle School if the grant as set out in recommendation (2) is agreed.
Reason for Decision
4. To enable the committee to respond to a funding request from the St Osmund’s Middle School.
Background and Reason Decision Needed
5. The St Osmund’s Community Sports Centre Trust has operated sports facilities at St Osmund’s Middle School for almost 20 years. These facilities, built with a grant from Sport England of over £1 million and some assistance from the council, are mainly owned by the diocese and comprise a sports hall, fitness suite, tennis courts and outdoor pitches. The Trust has strived to generatePage a financial 89 surplus from its operation of the centre, but has not been able to generate sufficient funds to replace the fitness equipment.
6. Given its worsening financial position, the Trust decided to cease operating at the end of January 2019. At that point, the sports facilities reverted to the full control of the School.
7. Given that a number of sports clubs and coaches use the sports centre (particularly the hall and tennis courts) on a regular basis, the School is considering putting in place long-term arrangements whereby these organised groups can still continue to use the facility activities such as badminton, indoor cricket, gymnastics and tennis. However, accommodating casual, pay-and-play access for individual members of the public would not be feasible.
8. Discussions between officers (from both the town council and district council) and the School’s governors have explored the benefits and logistics of continuing club/coach access. If such access can be achieved with very limited supervision by school staff and without compromising the security of the premises, then many clubs should be able to continue to use the facilities.
9. However, it is inevitable that this new ‘light touch’ operation of the leisure facilities by the School will require set up costs, particularly in terms of access controls, security equipment and new booking facilities. Given that community access to facilities for health and wellbeing is desirable, the school has requested one-off financial assistance from both councils. Dorchester Town Council has agreed to offer the School a grant of £5,000 with the hope that match funding can be provided by the district council. Following discussions with the school, officers are recommending that the district council award a one-off grant of £15,000 to cover start-up costs.
10. Following consultation with clubs and coaches to establish both the requirements and appetite for self-managed access, the school is proposing that, as a minimum, it can accommodate access to the sports centre on weekday evenings from 5.00pm to 9.00pm. Once a proper booking system is established, the school will consider allowing weekend hires.
11. At present, the school will manage club access directly but it has indicated that, in due course, it may establish a separate charitable trust as a mechanism for handling community use of the centre. There is also the possibility that this initiative by the school could secure support (and perhaps a grant) from Sport England to improve these access arrangements.
12. The proposed move to a more self-service way for clubs and coaches to access the sports facilities would appear to be a far more sustainable way of managing the facilities. Given that it is proposed to close the small fitness suite as St Osmund’s, those local residents wishing to use fitness facilities can be served by the Dorchester Sports Centre and the various other commercial gyms in the town. Page 90 13. The Committee is, therefore, invited to consider this request from the St Osmund’s Middle School for a one-off grant of £15,000. If the grant is awarded, the officers will ensure that a sufficiently detailed plan for community access to the sports facilities is included in the grant agreement.
Implications
14. Corporate Plan. Empowering Thriving and Inclusive Communities.
15. Financial. Any grant to the St Osmund’s Middle School (an academy school) will need to be derived from the predicted underspend in the council’s budget at year end.
16. Equalities. It is important to health and wellbeing that sports and community facilities are sufficient to meet the needs of the local community and are in accessible locations.
17. Economic Development. Recreational facilities make a significant contribution to the local economy.
18. Risk Management (including Health & Safety). Any grant to the school will be subject to a grant agreement drawn up by Legal services.
Consultation and Engagement
19. The portfolio holder for Enabling (Cllr Mary Penfold), the council’s member observer (Cllr Robin Potter) and the ward members have also been consulted on the proposals set out in this report.
Appendices
20. None.
Background Papers
21. None.
Footnote
22. Issues relating to financial, environmental, economic and equalities implications have been considered and any information relevant to the decision is included within the report.
Report Author: Tony Hurley (Leisure Commissioning Manager)
Telephone: (01305) 252317 Email: [email protected]
Page 91 This page is intentionally left blank Agenda Item 8
Strategy Committee 7 February 2019 Request for grant and loan from Cam Vale Parish Council For Decision
Portfolio Holder: Cllr Mary Penfold – Enabling
Senior Leadership Team Contact: M Hamilton,Strategic Director
Report Author: T. Hurley, Leisure Commissioning Manager
Statutory Authority: Localism Act 2011 – ‘general power of competence’.
Purpose of Report
1. To present to the committee a request for funding from Cam Vale Parish Council for a one-off grant and a loan to support its project to build a new community hall in Longburton.
Officer Recommendations
2. That the Committee approves a one-off grant of £78,800 to Cam Vale Parish Council for the project to build a new community hall in Longburton subject to the project securing planning consent.
3. That the Committee approves a loan of £20,000 Cam Vale Parish Council at Base Rate plus 1% to be repaid over a 10-year period, to assist with the project to build a new community hall in Longburton.
4. That the Head of Economy Leisure & Tourism is given delegated authority to agree the terms of a grant and loan agreement with the Cam Vale Parish Council if the grant and loan as set out in recommendations (2) and (3) are agreed.
Reason for Decision
5. To enable the committee to respond to a funding request from the Cam Vale Parish Council.
Background and Reason Decision Needed
6. For some years, Cam Vale Parish Council has worked with the village hall committee in Longburton to developPage plans 93 for the construction of a new community hall to better serve the village and wider rural area. Appendix A provides an update from the parish council on the project and sets out a request for financial assistance from the district council to complete the funding needed to allow the project to proceed.
6. The project to build the new community hall has benefitted greatly from the provision by Dorset County Council of both land, as the result of the redevelopment of its redundant works depot, and a substantial grant. A full breakdown of funding secured is set out in Appendix A.
7. The provision of the new community hall, larger than the current facility and built to modern standards, would enable the current hall to be sold off and the proceeds put towards the new build project. A new hall would also provide a more flexible space and cater for a wider range of activities and events.
8. To date, the parish council has secured significant funding from a range of sources and now only has to address the shortfall of £98,000. As a result, it has approach the district council and requested financial support by means of a one-off grant and a loan.
9. The award of this loan to a project such as this would be in accordance with the terms of the council’s Community Lending Policy.
10. The Committee is, therefore, invited to consider this request from the parish council for a one-off grant of £78,800 and a loan of £20,000. However, a planning application has only just been submitted for the project and so any offer of funding from the district council would need to be conditional on the parish council securing all necessary consents.
Implications
11. Corporate Plan. Empowering Thriving and Inclusive Communities.
12. Financial. Any grant to the Cam Vale Parish Council will need to be derived from the current predicted year-end underspend in the corporate budget.
13. Any loan to Cam Vale Parish Council will be required to be repaid to the council’s successor authority, Dorset Council. In accordance with the council’s Community Lending Policy, an annual interest rate of base rate plus 1% will be applied from the date the loan is transferred to parish council.
14. Equalities. It is important to health and wellbeing that community facilities are sufficient to meet the needs of the local community and are in accessible locations.
15. Economic Development. Community facilities make a significant contribution to the local economy.
Page 94 16. Risk Management (including Health & Safety). Any grant and loan to the Parish Council will be subject to an agreement drawn up by Legal services.
Consultation and Engagement
17. The portfolio holder for Enabling (Cllr Mary Penfold) and the ward members have also been consulted on the proposals set out in this report.
Appendices
18. Appendix A – Funding request from Cam Vale Parish Council. Received 10th January 2019.
Background Papers
19. None.
Footnote
20. Issues relating to financial, environmental, economic and equalities implications have been considered and any information relevant to the decision is included within the report.
Report Author: Tony Hurley (Leisure Commissioning Manager)
Telephone: (01305) 252317 Email: [email protected]
Page 95 This page is intentionally left blank APPENDIX A Dear Councillor Alford,
GRANT APPLICATION FROM CAM VALE PARISH COUNCIL TOWARDS COST OF REPLACEMENT HALL
I write to you as Leader of the District Council to request a grant and loan towards our new Community Hall to serve the Cam Vale Parish. Planning for this exciting new community led project is well underway with a planning application ready to be forwarded to WDDC next week and a possible start date this October.
SUMMARY
Longburton Village Hall is too small to meet modern needs, and cannot be expanded because it is a listed building. A new housing development in the village, and the offer of a significant grant from Dorset County Council, has created the opportunity to replace it. In a recent survey 96% of villagers supported this, including the sale of the existing village hall to help fund it. To achieve this, additional funds will have to be raised, including the receipt of significant grants.
MAIN PROPOSAL
Background Longburton Village Hall is a former Victorian school, which is expensive to run and too small even for carpet bowls. Although it is regularly used, its size limits recreational opportunities, especially for young people. It is also a listed building, which prevents its size being increased. However, planners have indicated that a change of use, to residential, would not be opposed, provided that any alterations were sympathetic, and there was absolute certainty of a replacement hall being built in the village. A planning application will be submitted next week for a change in use to a three-bedroomed house. The site’s value is estimated to be in excess of £150,000, but could be significantly more
The former County Council depot in the village has outline approval for housing – the Section 106 agreement providing for the provision of a children’s playground, and a site for a Community Hall. The depot site has been sold to a housing association, and the County Council has agreed, in principle, to pay £196,000 to the Parish Council towards the cost of community facilities on the site
The Parish Council has established a Steering Group to oversee the development of the whole site. This includes the building of a replacement for the existing village hall sufficiently large enough for badminton, with ancillary facilities, serving not only Longburton, but also neighbouring villages. Detailed plans have now been submitted by the Parish Council and the architect is consulting potential builders to ascertain likely costs
The Trustees of Longburton Village Hall have agreed, in principle, to sell the existing hall to put the proceeds towards a new Community Hall so long as there is the certainty of its being replaced.
Even with the County Council grant, and sale proceeds of the existing hall, additional funds will be needed to meet the overall cost. A fund-raising group has been established to raise money locally, including applications to locally based donors, but further income from larger grant making organisations will be essential. It is not possible to apply to the Big Lottery as they will no longer make grants towards the cost of new Village Halls
Need Longburton Village Hall is too small for many activities, too short even for carpet bowls. It will only accommodate a maximum of ten tables of four, which severely limits activities such as quizzes and entertainment. It is also difficult and expensive to heat and maintain effectively, and the only car Page 97 APPENDIX A parking is along the busy main road, the A352. Its location is also away from the main areas of housing, and winter visitors have to walk along unlit footpaths in the evening
Impact Although it is regularly used, a recent survey indicated support for additional sports facilities such as badminton and table tennis (the present hall only accommodates one table), entertainment such as dancing and cinema, and talks and demonstrations. A more modern hall should also attract a young clientele – the majority of current attendees are retired people
A greater number of users would make events, and the running of the hall, more financially viable. Because of its age, the present hall is expensive to maintain, and even though significantly larger, any increase in the running costs in the new hall is expected to be modest
FUNDING PLAN
The anticipated cost of the Community Hall is: Construction costs £500,000 Fees £20,000 Equipment £10,000 Total Cost £530,000
Funding: County Council Grant £196,000 Sale of Village Hall £200,000 Estate agents estimate Earmarked funds £4,200 Held by Parish Council Grants already received £2,000 Local fundraising £19,000 £1000 to date. Village Hall/CVPC reserves £10,000 Shortfall £98,800 Total Funding £530,000
FUNDING REQUEST
The Parish Council is therefore requesting a grant of £78,800 from the District Council and a loan of £20,000 repayable with interest over 10 years from future Parish Precepts. It is intended that further grant applications will be made to other organisations to cover the balance of any shortfall, or reduce the amount borrowed. If sufficient money can be raised to allow the scheme to go ahead, building is likely to commence with groundworks in October this year.
Obviously, the scheme will only go ahead if sufficient resources are available, and so the District Council’s agreement, in principal, to a grant and loan are essential. This is a once in a life time opportunity to provide a modern replacement facility to serve both Longburton and surrounding villages within the Cam Vale Parish Council area. If sufficient funds cannot be raised, the County Council offer of a £196,000 grant will be withdrawn, and the money used elsewhere in the County. The present village hall would, therefore, not be sold and continue to be used.
Your support for this application would be greatly appreciated.
Yours faithfully,
NDB Williams Chairman, Cam Vale Parish Council. Page 98 Agenda Item 9
Strategy Committee 7 February 2019 Request for funding to assist Bridport Museum Trust For Decision
Portfolio Holder: Cllr Mary Penfold – Enabling
Senior Leadership Team Contact: M Hamilton,Strategic Director
Report Author: T. Hurley, Leisure Commissioning Manager
Statutory Authority: Localism Act 2011 – ‘general power of competence’.
Purpose of Report
1. To present to the committee both a request for funding from Bridport Museum Trust for a one-off grant to assist with the specialist conservation work and also an allocation of a budget for a building survey.
Officer Recommendations
2. That the Committee approves a grant of £25,000 to the Bridport Museum Trust (charity no. 1090327) to assist with the cost of specialist conservation works.
3. That a budget of £10,000 is allocated to enable the commissioning of a specialist building survey of the Coach House, Gundry Lane, Bridport.
Reason for Decision
4. To enable the committee to respond to a funding request from the Bridport Museum Trust and to enable a specialist survey of the Coach House museum store/offices to investigate problems with damp.
Background and Reason Decision Needed
5. In 2002, the council established the Bridport Museum Trust Ltd and transferred both the council’s collection and operation (including staff) to this new organisation. The Trust leases its main premises from the council until 2101 and on its Gundry Lane store/office until 2029. In addition, the council provides an annual revenue support grant to the trust (£54,062 in Page 99 2018-19). If the Trust were to fail, then the collection and buildings would revert to the council.
6. In April 2019, the freehold of the museum premises (both the South Street museum and the Coach House stores/offices) will transfer to Dorset Council. The Shadow Executive Committee has agreed to commit to provide the current level of funding to the Trust until March 2020 but, in the meantime, a comprehensive review of all funding for the voluntary sector will be undertaken.
7. The Coach House is an important facility for the museum and provides office accommodation for staff and around 60 volunteers. In addition, the Coach House accommodates the Local History Centre, and storage space for the collection (approximately 20,000 items and 30,000 archive documents and photographs) including the nationally significant rope and net, Jurassic Coast and archaeology collections, along with substantial holdings of fine art, social history, textiles, numismatics, archives, photographs and taxidermy.
8. Bridport Museum Trust has contacted the district council with a request for assistance to address a significant problem with damp in the Coach House stores – possiblly due to inadequate damp proofing in the building. As a result of the damp conditions, some of the sensitive items in the collection have deteriorated and require specialist conservation in order to clean and prevent further damage. In addition, parts of the building are not a healthy working environment for employees and volunteers.
9. There is a need, therefore, to investigate and resolve the damp problem in the Coach House in order that it can continue to operate as an appropriate office space and store for the museum collection. The current conditions are such that they may jeopardise the museum’s accredited status with the Arts Council England.
10. The council’s Estates team has proposed that the damp problem be investigated by a specialist surveyor and detailed proposals for addressing the issue be drawn up. A budget of £10,000 to cover the cost of this investigation (some of which may be invasive) is requested.
11. Once the results of the survey are known, a further report will need to be presented to members setting the building works needed to resolve the damp problem. The cost of the works are likely to be significant and beyond the means of the museum trust. This further report to members will, therefore, set out a request for further funding to cover both the works and temporary storage of the museum in the event that the whole building needs to be vacated for some months.
12. The Committee is, therefore, invited to consider this request from the Trust for a one-off grant of £25,000 and a request from officers for the allocation of £10,000 to enable the commissioning of a specialist building survey. If agreed, this funding would need to be allocated from the Corporate Projects Reserve.
Page 100 Implications
13. Corporate Plan. Empowering Thriving and Inclusive Communities.
14. Financial. This request for funding will need to be accommodated from the current predicted year-end underspend in the corporate budget.
15. Equalities. It is important to health and wellbeing that cultural and community facilities are sufficient to meet the needs of the local community and are in accessible locations.
16. Economic Development. Cultural facilities make a significant contribution to the local economy. The enhancement of these facilities can, therefore, benefit the community not only in terms of education and wellbeing, but also from an economic perspective.
17. Risk Management (including Health & Safety). Any grant to the Trust will be subject to a grant agreement (drawn up by Legal services) and funding will only be released once evidence of expenditure has been provided. In addition, as the Trust is a tenant of the council, the release of any grant would need to be approved in consultation with the council’s Estates Manager.
18. Given that the Museum Trust has no guarantee of financial support from the Dorset Council from April 2020 onwards, it would be seem appropriate for the district council to act to assist the Trust to resolve premises issues.
Consultation and Engagement
19. The portfolio holder for Enabling (Cllr Mary Penfold), the ward members and the council’s member representative to the Trust (Cllr Mark Roberts) have all been consulted on the proposals set out in this report.
Appendices
20. None.
Background Papers
21. None.
Footnote
22. Issues relating to financial, environmental, economic and equalities implications have been considered and any information relevant to the decision is included within the report.
Page 101 Report Author: Tony Hurley (Leisure Commissioning Manager)
Telephone: (01305) 252317 Email: [email protected]
Page 102 Agenda Item 10
Strategy Committee 7 February 2019 Request for grant from Beaminster Town Council For Decision
Portfolio Holder: Cllr Mary Penfold – Enabling
Senior Leadership Team Contact: M Hamilton,Strategic Director
Report Author: T. Hurley, Leisure Commissioning Manager
Statutory Authority: Localism Act 2011 – ‘general power of competence’.
Purpose of Report
1. To present to the committee a request for funding from Beaminster Town Council for a one-off grant to support its skate park project.
Officer Recommendations
2. That the Committee approves a one-off grant of £60,000 to Beaminster Town Council for its project to build a skate park in Beaminster (planning reference WD/D/18/000282).
Reason for Decision
4. To enable the committee to respond to a funding request from the Beaminster Town Council.
Background and Reason Decision Needed
5. Following several years of project development and community consultation, Beaminster Town Council has now secured planning consent for the construction of a concrete skate park at the Memorial Playing Field in Beaminster. This is part of a much larger scheme to greatly improve the provision of recreation and play facilities for young people in the town.
6. The first phase of this scheme involved the installation of new play park at the Memorial Playing Field – a project that has recently been completed with the assistance of a loan of £97,078 from the district council and which the town council will repay primarily from a grant from the LEADER programme and by the use of Section 106 money for play and outdoor sports facilities. Page 103 7. The town council has now wishes to let a contract for the installation of a new skate park adjacent to the play area. This facility would be similar to the highly popular facilities in Dorchester, Sherborne and Lyme Regis – comprising a shaped, concrete bowl offering a safe by challenging skating environment. As with all such skate parks, this would be suitable for use with skate boards, BMX bikes and scooters. The total cost of the project is estimated to be at approximately £120,000.
8. Beamister Town Council has now submitted a request for a one-off grant of £60,000 from the district council to help take forward the skate park project. The remaining funding needed to implement the project would be derived from a loan from the Public Works Loan Board – the cost of the loan repayments has already been taken into account in the town council precept for the next financial year. The town council also has a reserve to help with any additional costs.
9. If the district council were to award such a grant, then the town council would look to undertake the project during 2019.
10. The Committee is, therefore, invited to consider this request from the town council for a one-off grant of £60,000.
Implications
11. Corporate Plan. Empowering Thriving and Inclusive Communities.
12. Financial. Any grant to the Beaminster Town Council will need to be derived from the current predicted year-end underspend in the corporate budget.
13. Equalities. It is important to health and wellbeing that sports and community facilities are sufficient to meet the needs of the local community and are in accessible locations.
14. Economic Development. Recreational facilities make a significant contribution to the local economy.
15. Risk Management (including Health & Safety). Any grant to the Town Council will be subject to a grant agreement drawn up by Legal services.
Consultation and Engagement
16. The portfolio holder for Enabling (Cllr Mary Penfold) and the ward members have also been consulted on the proposals set out in this report.
Appendices
17. None.
Page 104 Background Papers
18. None.
Footnote
19. Issues relating to financial, environmental, economic and equalities implications have been considered and any information relevant to the decision is included within the report.
Report Author: Tony Hurley (Leisure Commissioning Manager)
Telephone: (01305) 252317 Email: [email protected]
Page 105 This page is intentionally left blank Agenda Item 11
Strategy Committee 7 February 2019 Support for environmental improvements in Dorchester town centre For Decision
Portfolio Holder: Cllr Mary Penfold – Enabling
Senior Leadership Team Contact: S Hill, Strategic Director
Report Author: T. Hurley, Leisure Commissioning Manager
Statutory Authority: Localism Act 2011 – ‘general power of competence’.
Purpose of Report
1. To present to the committee a request for funding from Dorchester Town Council for a one-off grant to support environmental improvements in Dorchester town centre.
Officer Recommendations
2. That the Committee approves a one-off grant of £90,000 to Dorchester Town Council to support the project to enhance the environment in the vicinity of the Town Pump, South Street, Dorchester.
3. That the Strategic Director is given delegated authority to agree the terms of a grant agreement with Dorchester Town Council if the grant as set out in recommendations (2) is agreed.
Reason for Decision
4. To enable the committee to respond to a funding request from the Dorchester Town Council.
Background and Reason Decision Needed
5. The district council has been approached by Dorchester Town Council with a request for one-off funding (Appendix A) to support a project to improve the townscape at the northern end of South Street, Dorchester, in the immediate vicinity of the Town Pump. The Town Council states that the Page 107 aim of the project is to replicate the paving style recently implemented at the southern end of South Street by:
a) introducing a substantial area of Porphyry setts around the Town Pump; b) bordering these with new Yorkstone paving; c) replacing all street furniture in the vicinity of the Town Pump.
6. In addition to the above, the town council suggests that a decision needs to be taken with regard to both replacing the bollards which limit vehicle access from High West Street (and introduce either fixed or automated bollards) and paving north of the existing line of bollards. The exact finish for this area will depend on decisions to be taken by Dorset County Council (or Dorset Council) about the level of vehicular access required.
7. On the basis of experience from the ‘lower’ South Street improvement works undertaken in 2018, the proposed works set out in paragraphs 5 and 6 above should be achievable within a budget of £200,000, with a degree of flexibility regarding the exact area to be improved. The installation of automated bollards and additional finishes would be additional and subject to DCC taking a decision. Dorchester Town Council is considering a commitment of £100,000 to the project. If an equivalent sum can be provide by the district council, then the project can proceed subject to securing all necessary consents.
8. The town council has provisionally indicated that work would commence on site in January 2020 and completed in time for the re-opening of the adjacent Dorset County Museum in May 2020. That timescale allows a year for design and consultation on how best to control both vehicle access and the use of ‘A boards’ by local businesses.
9. There is the potential for this townscape enhancement project to help progress the emerging objectives of the district council’s Town Centre Masterplan.
10. The Committee is, therefore, invited to consider this request from the town council for a one-off grant and an award of £90,000 is proposed. However, any offer of funding from the district council would need to be conditional on the town council securing all necessary consents and completing stakeholder consultation.
Implications
11. Corporate Plan. Empowering Thriving and Inclusive Communities.
12. Financial. Any grant to Dorchester Town Council will need to be derived from the current predicted year-end underspend in the corporate budget.
13. Equalities. Any changes to the built environment can have an impact on the access needs of residents and visitors. A condition of the grant will be that the town council undertake an Equality Impact Assessment as the scheme develops.
Page 108 14. Economic Development. A high quality and attractive townscape can make a significant contribution to the local economy.
15. Risk Management (including Health & Safety). Any grant to the Town Council will be subject to an agreement drawn up by Legal services.
Consultation and Engagement
16. The relevant portfolio holder and the ward members have also been consulted on the proposals set out in this report.
Appendices
17. Appendix A – Funding request Dorchester Town Council. 25th January 2019.
Background Papers
18. None.
Footnote
19. Issues relating to financial, environmental, economic and equalities implications have been considered and any information relevant to the decision is included within the report.
Report Author: Tony Hurley (Leisure Commissioning Manager)
Telephone: (01305) 252317 Email: [email protected]
Page 109 This page is intentionally left blank DORCHESTER TOWN COUNCIL
Council Offices, 19 North Square, Dorchester, Dorset. DT1 1JF Telephone: (01305) 266861 e-mail: [email protected] Adrian Stuart, Town Clerk
Ms Hilary Jordan Corporate Manager, Community Policy and Development West Dorset District Council South Walks House, South Walks Road DORCHESTER DT1 1UZ 25 January 2019
Dear Hilary,
DORCHESTER TOWN CENTRE
I thought it appropriate I bring you up to speed on where we are in terms of improving the environment of the town centre, the E bit of the DTEP programme, which the District Council has been so integral to until now.
The aim of my letter is both to confirm your ongoing support and partnership for the next phases and to document the next couple of projects which I believe could become early wins in any emerging Town Centre Masterplan.
Firstly I think it worth listing out an impressive number of projects that we have already either delivered or are close to delivering in and around the town centre
The Lower South Street/New Street Environmental Enhancements, funded by the District Council and the Town Council Additional enhancements funded by DCC at the southern end of lower South Street, plus benches and planting supplied by the Town Council Minor interventions at key points in upper South Street, plus repair of failed paving, to begin the process of knitting the two ends of South Street together, funded by DTC. We also aim to roll out benches and planters and carry out a full bin replacement along South St over the next year Paving improvements outside Shire Hall, funded by WDDC A continuing programme of resurfacing The Walks that traditionally define the boundary of the town centre, from Hangman’s Cottage, via West and South Walks, round to the Frink Martyrs, with two final phase of works due to start in February to link in Salisbury Fields and to improve pedestrian experience at the western end of Princes St, all funded by DTC and DCC, again with replacement street furniture
Page 111 A new pedestrian signage scheme throughout the town centre, due for installation in 2019 (the programme has slipped form 2018) funded by DTC with LAG support Collectively the above total in excess of £1.0M of investment over the last 3 years, roughly half from you, a third from us, with the rest from DCC and grant funds, coupled with a substantial amount of officer time from all 3 Authorities.
Part of the catalyst for that list was the DTEP programme developed nearly 10 years ago by the District Council, another key part was the District Council’s decision to commit windfall funds it received from Planning Delivery Grant. While much of the impetus has come from the Town Council over the last 3 years the above could not have been delivered without the active support of the District Council.
The recent decision of the District Council to engage advisors to canvas opinion on a masterplan for the town centre is another important step. While it opens up some long term possibilities to use key spaces, largely laid to tarmac at present, in a different way, I very much hope that it will also recognise that the two ends of South Street, around the Town Pump and around the War Memorial, present important opportunities both as places for the public to dwell and also as key connectors, with the museums of High West Street at one end and Brewery Square at the other.
We have previously touched on both sites as potential next phases of work, but it has been difficult for either Council to commit to these projects when the early phases were still under construction, with no certainty over whether funding would be available. With the real progress that has been made our position is now much clearer.
At town level we have budgeted to commit £100,000 towards the first project, which we would naturally see as the Town Pump. I would welcome your views on whether the District Council might be in a position to commit a similar amount. While collectively this level of funding might not be enough to deliver a comprehensive scheme I believe it might encourage Dorset County Council, and the future Dorset Council, to commit funding as well, and I will be encouraging a new Town Council to consider this project as one of its priorities in our next Corporate Plan.
The project represents an opportunity to review the infrastructure and management of a space which has traditionally been a battleground between vehicular access, market traders, the A boards of retailers and the needs of shoppers and visitors, as well as being the historical centre of the Roman and mediaeval town. Any intervention will need careful consideration and I would welcome discussions with all parties regarding what may be achieved and also how we can find a project manager to deliver an agreed programme of works.
Page 112 I would therefore welcome the District Council’s consideration both of funding of up to £100,000 and practical support to get the next phase of the DTEP project off the ground and look forward to your response.
Yours sincerely
Adrian Stuart Town Clerk
Page 113 This page is intentionally left blank Agenda Item 12
Strategy Committee 7 February 2019 Support for the development of a heritage tourism strategy for Dorchester For Decision
Portfolio Holder: Cllr Mary Penfold – Enabling
Senior Leadership Team Contact: S Hill, Strategic Director
Report Author: T. Hurley, Leisure Commissioning Manager
Statutory Authority: Localism Act 2011 – ‘general power of competence’.
Purpose of Report
1. To present to the committee a request for funding from the Dorchester Heritage Joint Committee for a one-off grant to support the development of a heritage tourism strategy for Dorchester.
Officer Recommendations
2. That the Committee approves a one-off grant of £50,000 to Dorchester Heritage Joint Committee to support the project to develop a heritage- based tourism strategy for Dorchester.
3. That the Strategic Director is given delegated authority to agree the terms of a grant agreement with Dorchester Heritage Joint Committee if the grant as set out in recommendations (2) is agreed.
Reason for Decision
4. To enable the committee to respond to a funding request from the Dorchester Heritage Joint Committee.
Background and Reason Decision Needed
5. The district council has been approached by the Dorchester Heritage Joint Committee with a request for one-off funding (Appendix A) to support a project to develop a heritage tourism strategy for Dorchester. 6. The Joint Committee, which includes representatives from key organisations in the town, including the district council, aims to provide a forum for those managing heritagePage sites 115 and attractions in the town and generally improve the historic environment. However, given that the town has seen significant projects come to fruition, such Shire Hall, and the start of the major redevelopment of the Dorset County Museum, there is a need to develop a strategy to maximise the tourism potential of Dorchester’s heritage, in part to contribute to economic prosperity throughout the year.
7. To help develop this tourism strategy (with a focus on heritage), based on robust evidence and consultation, the Dorchester Heritage Joint Committee is looking to raise funds to enable it to commission specialist to help with the task. The Joint Committee has secured a grant of £50,000 from the Dorchester Town Council and is now requesting a similar amount to enable the work to be commissioned over the coming year.
8. The Committee is, therefore, invited to consider this request from the Dorchester Heritage Joint Committee for a one-off grant of £50,000. Dorchester Town Council has confirmed that it is willing to hold the grant on behalf of the Joint Committee.
Implications
9. Corporate Plan. Empowering Thriving and Inclusive Communities.
10. Financial. Any grant to the Dorchester Heritage Joint Committee will need to be derived from the current predicted year-end underspend in the corporate budget.
11. Equalities. A condition of the grant will be that the Dorchester Heritage Joint Committee undertakes an Equality Impact Assessment as the strategy develops.
12. Economic Development. The development of a coherent and attractive tourism offer for Dorchester, based on its unique heritage, should make a significant contribution to the local economy. Such a strategy should, in future, help to secure funding that may become available from the Dorset Local Enterprise Partnership to support the tourism sector.
13. Risk Management (including Health & Safety). Any grant allocated to this project will Council will be subject to an agreement drawn up by Legal services. Dorchester Town Council has agreed to act as the accountable body for the grant on behalf of the Dorchester Heritage Joint Committee.
Consultation and Engagement
14. The relevant portfolio holder and the ward members have also been consulted on the proposals set out in this report.
Appendices
15. Appendix A – Funding request Dorchester Heritage Joint Committee. 29th January 2019.
Background Papers Page 116 16. None.
Footnote
17. Issues relating to financial, environmental, economic and equalities implications have been considered and any information relevant to the decision is included within the report.
Report Author: Tony Hurley (Leisure Commissioning Manager)
Telephone: (01305) 252317 Email: [email protected]
Page 117 This page is intentionally left blank DORCHESTER HERITAGE JOINT
COMMITTEE 19 North Square, Dorchester, Dorset. DT1 1JF Telephone: (01305) 266861
e-mail: [email protected]
29 January 2019
Ms Hilary Jordan Corporate Manager, Community Policy and Development West Dorset District Council South Walks House, South Walks Road DORCHESTER DT1 1UZ
Dear Hilary
HERITAGE TOURISM IN DORCHESTER
The Dorchester Heritage Joint Committee, of which the District Council has been a Member since its inception, continues to give thought to how the town might maximise the benefits that are being made into the Heritage sector in the town.
This investment started with the Shire Hall, continues today with the County Museum refurbishment and will hopefully expand further with planned bids from both the Keep Military Museum and Dorset County Council for the Roman Townhouse. All of this work is supplemented by the significant investments being made by the three Councils into environmental improvements in and around the town centre; paving, signage, street furniture, etc.
All of the above initiatives have been undertaken independently and, while the project leaders talk to each other, often using the Joint Committee as a forum, there has been no co-ordinated plan to knit them together to collectively maximise and share the benefits potentially on offer. For some time it has been recognised that a coherent tourism strategy, initially based around heritage, to encourage visitors to the town and make it easy for them to enjoy their time here at the same time as using our local economy, would be a major step forward.
The Committee has been working for some time with the Heritage and commercial sectors to develop a strategy to maximise the tourism benefits of Heritage, but progress has been slow because of a lack of a co-ordinating project management resource and lack of clarity regarding the range of specialists that might be able to assist with discrete tasks within an overall strategy.
Notwithstanding this the pace has picked up recently, with discussions with Professor Terry Stevens, a recognised leader in the Tourism field, and approaches from two local providers. The Town Council has also set £50,000 aside towards the development and delivery of a strategy but is asking others to match fund this to maximise its benefit.
Page 119 The Committee previously received annual sums from West Dorset District Council for its work but this ceased around 10 years ago. At that time, however, West Dorset resolved to make funds and staffing support available when requested for specific project work, with one major project along the Millstream having since been delivered with District support.
The Committee would therefore ask that West Dorset District Council consider, as its last opportunity to do so, funding of up to £50,000 to match that provided by Dorchester Town Council, to deliver a Heritage Tourism strategy for the town and its surrounding area. If practical project management support is also available we would welcome the opportunity to discuss how this might be managed to deliver a strategy.
I look forward to your consideration of the request.
Yours sincerely
Steve Newman Clerk to the Dorchester Heritage Joint Committee
Page 120 Agenda Item 13
Strategy Committee 7 February 2019 Annual report for the operation of Dorchester Sports Centre For Decision
Portfolio Holder: Cllr Mary Penfold - Enabling
Senior Leadership Team Contact: M Hamilton,Strategic Director
Report Author: T. Hurley, Leisure Commissioning Manager
Statutory Authority: Localism Act 2011 – ‘general power of competence’.
Purpose of Report
1. The purpose of the report is to:
a) inform the committee of the performance of the Dorchester Sports Centre and its operator, 1610 Ltd, in providing a service to the local community;
b) update the committee on the resolution of building defects outstanding from the construction contract;
c) present to the committee proposals by 1610 Ltd for changes to the fees and charges at the centre.
Officer Recommendations
2. That the Committee:
a) notes the performance of 1610 Ltd in the operation of the Dorchester Sports Centre in 2017-18 (Appendix A);
b) notes progress with resolution of outstanding building defects at the Dorchester Sports Centre.
c) approves the proposed changes to the fees and charges at the Dorchester Sports Centre (as set out in paragraph 15 of this report) as submitted by 1610 Ltd for implementation from 1 April 2019;
Page 121 Reason for Decision
3. To inform members of progress with both the operation of the Sports Centre and the resolution of building defects, and to seek approval for changes to a core price for 2019.
Background and Reason Decision Needed a) Performance report 2017-18
4. The contract for the operation of Dorchester Sports Centre commenced on 22nd October 2012 when the new centre opened to the public under the management of the leisure trust, 1610 Ltd. The council awarded both a 10-year operating contract and a full repairing lease to 1610 Ltd at that point.
5. The cost to the district council of the contract with 1610 Ltd in 2017-18 was £221,842 (excluding VAT). The management fee provides for local state schools to use the centre (pools and artificial turf pitch) for free but the district council is compensated for this by an annual payment from Dorset County Council, which totalled £167,381 in 2017-18. This payment is made in accordance with a legal agreement with Dorset County Council.
6. When the Artificial Turf Pitch was re-surfaced in 2010 with the assistance of a grant from the Football Foundation, it was a requirement that the council established a sinking fund to cover the cost of a new surface. As a result, the council sets aside £25,000 per year for this purpose and the total reserved is currently £175,000. Due to high levels of use, the pitch surface may need to be replaced in the summer of 2019.
7. Since its opening on 22 October 2012 the Dorchester Sports Centre has proved extremely popular with the local community. In accordance with the contract, 1610 Ltd provides the council with quarterly performance figures and discusses operational issues at regular monitoring meetings. The information supplied by 1610 Ltd provides details of usage and a profile of the customers using the centre.
8. Appendix A sets out the annual performance of the sports centre in the operating year October 2017 until September 2018, the sixth year of the contract (which began in October 2012). There has been an increase in memberships to 2,466 in October 2018 compared to 1,958 at the same point in the previous year. However, 1610 has identified an error in the methodology for calculating the total number of attendances for 2016-17 but it is now confident that the 2017-18 total of 311,517 is accurate and does not represent a decline in usage in real terms.
9. It should be noted that participation levels in the swim school (weekly swimming lesson programme) increased in 2017-18 with 1,352 people (mainly children) attending weekly lessons.
10. Although not involving large numbers of participants, 1610’s Wellness Works scheme provides discountedPage 122 access to the centre at certain times for those people most in need of exercise as a result of physical and mental health conditions. The scheme is not reliant on referral by a GP and customers can self-refer themselves for consideration. An assessment of the customer’s health needs and constraints is then undertaken by a suitably qualified member of the sports centre staff. The scheme currently had 269 participants in October 2018 – an increase of 75 compared to the same point in the previous year.
11. The performance report includes information on customer feedback and the Net Promoters Score (a customer satisfaction scheme used across the leisure industry). The score for the Dorchester Sports Centre was an average of 45% in October 2016-17 (above the industry average for a trust-run facility). As a result of feedback from the Net Promoters Score, 1610 has developed an action plan to address customer concerns with a focus on cleanliness, investing in new equipment (to reduce break downs) and providing more exercise classes to reduce waiting lists. b) Price proposals for 2019
12. In accordance with the operating contract, the council reserves the right to control certain ‘core prices’ but allows 1610 the commercial freedom to change the price of other products as it feels fit. 1610 has submitted to the council a request to amend only one of the core prices - that of the hourly hire rate per lane charged to the West Dorset Swimming Club. If agreed by committee, the price change set out below will take effect from 1st April 2019.
Activity Current Proposed Increase % price price increase Swimming Club pool £19.10 £19.76 £0.66 3.5% hire (per lane per hour)
13. This proposed price change was considered by the sports centre’s by the Stakeholder Group on 5th December 2018 and was recommended to the Strategy Committee for approval. Cllr Molly Rennie and Cllr Stella Jones attend the Group as the council’s representatives. c) Resolution of building defects
14. As mentioned in previous reports to committee, there were several outstanding patent defects in the building as identified during the 12-month defects liability period following the completion of construction in 2012. In 2018, all defects were resolved and the project managers, Deloitte (acting on behalf of both WDDC and DCC), issued the final certificate to the construction contractor Bouygues, confirming completion of the contract. The council has made its final payment for the project, which was achieved within budget. Any further defects that may occur will be dealt with as Latent Defects via the warrantees for the building.
Page 123 d) Building improvements
15. Following improvements to the fitness suite and adaptions to the foyer (self-service payment kiosk) in 2016, 1610 approached the council in 2017 with proposals including the following significant improvements:
a) the conversion of the staff room and adjacent wet-room into a dedicated spinning studio - enabling this popular form of exercise to take place in a space which is always at a low temperature and with interactive systems; b) fitting the main exercise studio with an interactive PRAMA system to enable the studio to host fun activity sessions; c) further changes to the foyer area to increase cash-less self-service.
16. 1610 requested that the council help fund these improvements via an advance on the management – thereby using reserves to reduce future revenue costs for the council. This advance was agreed by the Strategic Director and the building alterations were approved by the council’s Estates team. The advance of £284,000 will be repaid by 1610 with interest by the end of the contract in October 2022. The reduction in the management fee took effect in October 2018 and the total fee paid by the council in the 2018-19 financial year will be £180,905.
17. These improvements have just been completed and now enable the 1610 to operate more exercise classes, accommodate more customers, and generate more trading income.
Implications
18. Corporate Plan. Priority: Empowering Thriving and Inclusive Communities: Actively promote health choices and lifestyles with our health partners so that people are able to improve their physical and mental health and well-being.
19. Financial. The cost to the council of the sports centre (management fee and ATP sinking fund) was within budget for 2017-18. In addition, a profit share payment is expected to be paid by 1610 Ltd to the council for the 2016-17 – this will further reduce the cost of the service to the council. In addition, the council receives an annual payment from DCC Children’s Services to cover the cost of school use (£167,381 in 2017-18).
20. Equalities. The centre provides a range of activities that are accessible to the community, particularly those with disabilities and other specific needs.
21. Economic Development. Approximately 96 members of staff (full-time and part-time) are employed by 1610 Ltd at the Dorchester Sports Centre, with 51 living in the DT1 postcode.
22. Risk Management (including Health & Safety). Operational risks are minimised through the monitoring of 1610’s implementations of the specification for the services and the requirement for independent inspection via the Quest qualityPage assurance 124 scheme. 23. As part of the contractual arrangements, 1610 is required to provide a both a pensions bond and a performance bond to protect the council from financial risks. The council seeks confirmation from 1610 each year that the bonds are in place.
Consultation and Engagement
24. The portfolio-holder (Cllr Penfold) and the council’s two member representatives on the sport centre Stakeholder Group (Cllrs Molly Rennie and Stella Jones) have been consulted on the contents of this report.
Appendices
25. Appendix A – Dorchester Sports Centre – performance report 2017-18.
Background Papers
26. Partnering Agreement between WDDC, DCC and the Thomas Hardye School. 2010.
Specification for the operation of Dorchester Sports Centre. WDDC 2012.
Footnote
27. Issues relating to financial, environmental, economic and equalities implications have been considered and any information relevant to the decision is included within the report.
Report Author: Tony Hurley (Leisure Commissioning Manager),
Telephone: (01305) 252317 Email: [email protected]
Page 125 This page is intentionally left blank APPENDIX A
Dorchester Sports Centre - Annual Performance Data 2017-18
Overall Monthly Attendance:
The below table and chart illustrate the monthly variations in attendances at the centre. These figures include member and casual attendance as well as spectator and block booking member data. Please note that some figures included are estimates based on average group size or the assumed number stated by the client for a block booking. Figures include an “attendance” which is when someone has checked into the centre by swiping their card at the turnstile or is included within a block booking activity.
Year Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Annual % Var.
2014-15 23,888 24,670 18,402 27,051 25,604 26,659 25,681 25,949 22,653 23,172 21,342 25,608 294,210 -3.4%
2015-16 25,484 25,168 22,532 29,593 26,348 25,982 23,860 22,768 21,126 24,132 22,678 25,912 295,583 0.5% Page 127 Page 2016-17 26,122 26,814 23,051 30,406 26,189 30,310 27,836 31,010 28,675 29,338 24,286 30,355 334,392 13.1%
2017-18 26,114 23,649 19,848 27,481 22,479 26,448 24,664 23,080 28,501 28,685 28,951 31,617 311,517 -6.8%
1610 Annual Report Page 1 of 13 APPENDIX A
Centre Membership:
The below table illustrates a snapshot of the centre membership year on year. This figure represents the number of people who have joined on one of the following membership types:
- Adult Premier direct debit / annual - Adult Concession direct debit / annual - Adult Corporate direct debit (including WDDC Corp) - Fit and Active direct debit / annual (under 18 years old) - Wellness Works direct debit
Membership 2015(Sept) 2016(Sept) 2017(Sept) 2018 (Sept) Information
Adult 1,314 1,194 1,240 1,533 Page 128 Page
Junior 410 452 524 664
Wellness 39 55 194 269 Works Total 1,763 1,701 1,958 2,466 Members
Membership Summary:
Core membership has continued to grow within the past 12 months. Dry memberships have grown by 10%, this is includes all direct debit and annual members for both adults and juniors.
Wellness Works memberships has also seen a steady growth with membership up by 36% in comparison to last year. This has contributed to the growth of our daytime “Aqua” Programmes which will be extended in January to demand and waiting lists.
Our junior “Fit & Active” membership package has seen significant growth with over 600 members. 1610 are currently reviewing the “Fit & Active” package which may combine a new student price for those aged between 16-21 yrs. old. The package is currently under review from a corporate level and any proposed changes will be forwarded to the stakeholder group for consideration. Due to the size of the current Fit & Active base we aim to cap the membership base at 400 during the next 3 month period. This has resulted in the freeze of any new membership subscriptions until further notice.
1610 Annual Report Page 2 of 13 APPENDIX A
Accidents and Incidents:
Accidents and Incidents year on year:
Incidents Annual per 10,000 Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Total visits
2014-15 13 13 11 16 17 23 24 16 11 40 34 17 235 7.99
2015-16 33 19 12 14 22 15 23 15 15 19 22 16 225 7.61
2016-17 17 14 18 15 12 13 6 14 8 7 8 12 144 4.31
2017-18 4 5 9 11 10 8 9 16 18 13 9 8 120 3.82 Page 129 Page
1610 Annual Report Page 3 of 13 APPENDIX A
Hits per Annual Oct-Dec Jan-Mar Apr-Jun Jul-Sep 10,000 Online Activity: Total Visits Overall annual usage of 1610 website and mobile app has continued to increase over the past three Website 29,050 25,837 20,035 26,882 101,804 3,460 years which is to be expected as more customers 2014-15 use this as a form of communication. App 2,107 3,900 3,990 4,612 14,609 497 The mobile app was launched in February 2014 Website 18,030 21,227 18,055 21,625 78,937 2,671 with a continual increase in activity to the point 2015-16 where this is the most significant tool customers App 12,093 26,652 30,192 27,970 96,907 3,279 are using to engage with us. Website activity has certainly dropped over time however overall Website 15,338 18,288 15,225 18,784 67,635 2,023 Page 130 Page activity across both platforms has increased. 2016-17 App 25,427 63,775 64,258 62,091 215,551 6,446 There is no significant seasonal variation in usage and this does not include 1610’s social Website 16,526 23,648 18,951 20,805 79,930 2,566 media activity with our customers. 2017-18 App 58,809 96,499 81,516 82,119 318,943 10,238
Website hits year on year by quarter Mobile app hits year on year by quarter
35,000 110,000 100,000 30,000 90,000 25,000 80,000 2014-15 70,000 2014-15 20,000 60,000 2015-16 2015-16 50,000 15,000 2017-18 2016-17 40,000 10,000 2016-18 30,000 2017-18 20,000 5,000 10,000 0 0 Oct-Dec Jan-Mar Apr-Jun Jul-Sep Oct-Dec Jan-Mar Apr-Jun Jul-Sep
1610 Annual Report Page 4 of 13 APPENDIX A Net Promoter Score (NPS):
1610 employs the Net Promoter Score management tool to proactively ask for customer feedback on a daily basis. The net promoter score is widely used across many industries with many of the top organisations in the world scoring highly in this process and this enables 1610 to not only benchmark against organisations within the leisure industry, but also benchmark against some of the world’s leading organisations to further improve the customer service experience.
As part of the Net Promoter Score process a one survey question is sent out to customers via email. As part of the process all customers receive initial communication thanking them for their support, whilst negative comments and feedback are personally responded to by the management team within 48 hours via a phone call or email. All customer feedback is then recorded within the NPS management tool and clear actions are agreed with the customer. A second follow up communication between the customer and management team will take place within 28 days of the original complaint to ensure the customer is satisfied with the response and actions taken from the organisation. All customer responses are tracked and archived to ensure a consistent dialogue with customers.
The average Net Promoter Score for a leisure trust in the UK currently sits at 30% and as organisation 1610 are currently at 37%.
Page 131 Page UK Private Single Sites 57% Leisure Trusts 30% Local Authority 28% UK Private Health Clubs -5%
The Centre team had an objective to achieve a Net Promoter Score of 40% by March 2019. Dorchester Sports Centre currently holds a score of 48% and this has consistently improved since this was launched.
1610 Annual Report Page 5 of 13 APPENDIX A Comments per Comment Type Oct-Dec Jan-Mar Apr-Jun Jul-Sep Annual Total 10,000 visits
General 75 82 17 32 206 7.00 Positive 12 22 30 14 78 2.65 2014-15 Negative 38 61 23 15 137 4.66 Total 125 165 70 61 296 10.06 General 21 18 14 14 67 2.27 Positive 9 21 12 10 52 1.76 2015-16 Negative 19 30 19 24 92 3.11 Total 49 69 45 48 162 5.48 General 17 36 17 27 97 2.90 Positive 32 12 17 19 80 2.39 2016-17 Negative 12 21 10 17 60 1.79 Total 61 69 44 63 176 5.26 Page 132 Page
Centre 1610 Annual Industry Oct-Dec Jan-Mar Apr-Jun Jul-Sep Annual Average Average Average Centre Net Promotor Score 2016-17 29% 35% 35% 39% 33% 37% 30%
Centre Net Promotor Score 34% 31% 31% 20% 28% 30% 30% 2017-18 (Benchmark 40%)
Centre Net Promotor Score 2017-18 Oct 18 Nov 18 (Benchmark 40%) 45% 48%
1610 Annual Report Page 6 of 13 APPENDIX A Common feedback themes via Net Promoter Score system:
Tag Group Positive mentions Negative mentions Neutral mentions Total mentions
Facilities 74 59 76 209 Cleanliness 34 53 30 117 Maintenance 20 30 30 80 Group Exercise 31 53 31 115 Programming 28 13 12 53 Staffing 12 23 10 43 Price 1 6 7 14 Location 2 0 3 5 Car Parking 0 1 3 4 Page 133 Page
1610 Annual Report Page 7 of 13 APPENDIX A
Action Plan in Response to Feedback:
There have been a number of themes occurring through the ongoing customer feedback and NPS. Below are the key negative issues and the actions we have or will be undertaking to make improvements:
- NPS Summary- Since Sept 2018 NPS has been reviewed in order to meet our bench mark score of 40%. We have adopted a new 10 at 10 meeting format where all available staff that are available meet for 10 minutes at 10am to discuss the days past few days NPS responses. Detractors and passives will now receive a phone call from site to discuss why they scored us between 1-6, feedback will then be acted upon. Our contact centre now contact all promoters to offer a “refer a friend option” and to thank them for their high score. This system has been in place for the past 2 months and is proving successful.
- Facilities- We have experienced complaints surrounding the condition of some of the existing equipment, this includes the current spin bikes and
Page 134 Page general GEP equipment. Our studio investment see’s the Introduction of 20 new connected group cycle bikes and vast amounts of new equipment to meet customer needs.
- Centre cleanliness – Since Oct 2018 we have invested in some professional contract cleaning. “Spotless” have now been employed to carry out 20 hrs per week of contract cleaning. This included a 16 hr deep clean that took place in during Oct 2018. Spotless will be working alongside our contract cleaner Daniel and the Senior Activity Leader team ensuring that standards are met.
- Length of time taken to undertake repairs – Since Sept 2018 we have employed a maintenance person at 10 hrs p/w. This has so far proved successful with positive feedback from both staff and customers.
- Waiting Lists- Exercise Classes – Customers have highlighted their dislike for the new waiting lists system. Waiting lists are now managed via an automated email offering a space on the class should a space become available. Previously members were contacted via telephone. In order to ensure that class are managed effectively we will be re introducing phone calls from mid day the same day of the classes are not full. This will be monitored in line with class averages and customer feedback. We also experience a number of complaints regarding customers being unable to book places on classes due to popular demand. Our new group exercise offer sees and increase from 80 classes to 115 class per week including an increase in Aqua classes.
- Overcrowding by under 16 members - We have experienced a number of complaints regarding the amount of 16’s using the fitness suite at core times. Our current Fit & Active membership package is under review which may see the introduction of structured session to ensure a balance of both adult and junior memberships.
1610 Annual Report Page 8 of 13 APPENDIX A Page 135 Page
1610 Annual Report Page 9 of 13 APPENDIX A
Sports Course programme occupancy month on month:
Sports Courses:
Overall this year the swimming lessons have been our greatest achievement. We have the biggest swim school in 1610 with an ever growing, this includes our aiming high programme as well as main stream lessons. We introduced a new “absolute beginners” aiming high course that caters for children that are new to the swimming environment with severe and complex needs. Due to Dorchester Town FC getting their 3G this year as have seen an impact in our block bookings and a few of the teams have left us at 1610 to go over to the Dorchester 3G. For example, one of the affects it has had is they have introduced another 5 a side league which has caused a lot of our players from our commercial league go over to the Dorchester pitch which is then dropping the amount of pitches our commercial league requires. Our junior course programme is strong with a consistent number of children attending Trampolining. We have recently recruited a new trampoline coach and eventually looking to introduce another class during the week. With the Page 136 Page development now in full swing of being built, we are looking to introduce a number of new junior courses for children of all different ages and abilities. Also with PRAMA coming in, we can expand our market by offering this to schools and disabilities to enhance the offer that we already are giving the community.
The below figures also include the courses we offer through the Aiming High partnership we deliver with WDDC along with our Trampoline course.
2017-18 Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
Numbers 1,328 1,362 1,351 1,409 1,450 1,449 1,491 1,479 1,495 1,499 1,529 1,538
Total Places 1,522 1,533 1,544 1,596 1,646 1,624 1,650 1,662 1,661 1,658 1,658 1,665
% Occupancy 87.3% 88.8% 87.5% 88.3% 88.1% 89.2% 90.4% 89.0% 90.0% 90.4% 92.2% 93.4%
1610 Annual Report Page 10 of 13 APPENDIX A
Sports Course programme growth year on year:
Sept 16 Sept 17 Sept 18 Course Type 1800 Figures Figures Figures 1600 Junior Swim Members 1,047 1,320 1,352 1400
Adult Swim 30 48 52
Page 137 Page 1200 Junior Swim Members Waterpolo 94 81 78 1000 Adult Swim Waterpolo Dry Courses 800 Dry Courses (Badminton / (Badminton / 52 50 31 Trampoline) Trampoline) 600 Disability Sport (Aiming High) Disability Sport (Aiming 29 33 45 High) 400
Total Sports Course 200 1,252 1,532 1,538 Participants 0 Total Sports Course 1,584 1,613 1,658 Sept 16 Sept 17 Sept 18 Places Figures Figures Figures
1610 Annual Report Page 11 of 13 APPENDIX A
Lets Move Campaign- March 2018
Lets move is a global campaign in collaboration with our global partners Technogym. The campaign is aimed at combating childhood obesity with an aim of getting children and adults moving more frequently. During the 3 week campaign the centre achieved the following statistic’s including finishing 5th in the whole of the UK out of 250 fitness clubs which is a fantastic achievement.
We achieved our 2 million move target and ended on 2,035,963 which were just under 10% more than the previous year. Our centre staff donated 243,154 moves which would have put the Dorchester staff in the top 100 of all UK sites. We contributed to 43% of the 1610 total.
Page 138 Page Our participants managed on average 4,268 moves each. This is more moves per person than any 1610 site has managed in the years we’ve done the campaign. 16 sessions delivered to local schools which engaged with over 100 different students ranging in ages. 5 of these pupils into F+A members and there has been more that have shown interest
Dorchester Dash- October 2018
October saw the first ever Dorchester Dash 10k which formed part of the 1610 race series. The race was a huge success with 250 people taking part in the race- some completing their first ever 10k. Participants were a mixture of 1610 members and members from the local community. Our aim next year is to increase participation to 300 runners
Authors:
Wayne Long- General Manager
Joey Symes- Customer Sales Manager
Ceri Billin- Swim & Sports Manager
1610 Annual Report Page 12 of 13 APPENDIX A Rhys Horsman- Wellness Manager Page 139 Page
1610 Annual Report Page 13 of 13 This page is intentionally left blank Agenda Item 14
Strategy Committee 7 February 2019 Allocation of funding to Beaminster Town Council to support a project to provide a new public convenience For Decision
Portfolio Holder(s) Cllr M Penfold
Senior Leadership Team Contact: S Hill, Strategic Director
Report Author: S Hill, Strategic Director
Statutory Authority Localism Act 2011 – ‘general power of competence.’
Purpose of Report
1. To present to the committee proposals for the allocation of funding to Beaminster Town Council, as part of a programme investing in a range of economic and community projects in market towns in West Dorset.
Recommendations
2. That the Committee approves the award of a grant of £70,000 to support the provision of a new public convenience at Beaminster.
3. That the Head of Assets and Infrastructure is given delegated authority to agree the terms of grant agreement with Beaminster Town Council if the grant as set out in Recommendations is agreed.
Reason for Decision
4. To enable the Committee to support Beaminster Town Council as part of a programme investing in a range of projects which deliver economic and community benefits in West Dorset.
Background and Reason Decision Needed
5. This report covers the proposal to support the provision of a new public convenience in Beaminster as part of a programme investing in a range of project proposals, located across the main towns that deliver long term economic and community benefits. Funding would support the public sector in principle, the projects presentPage a141 continuation of work that the Council is already involved in supporting in one way or another, and are considered deliverable.
6. The provision of a new/ replacement public convenience in Beaminster would continue to safeguard the economy of the locality and West Dorset. There is a strong aspiration by the Town Council to provide a replacement/new public convenience in Beaminster.
7. Beaminster Town Council Beaminster Town Council would like to pursue further investigations into a project to construct a new set of public conveniences attached to Beaminster Public Hall which the Town Council would then operate, which would then enable the existing WDDC public conveniences to be closed.
8. The existing public conveniences in Beaminster are operated by WDDC in a building leased from a private landlord which has a break clause in the lease on 1st May 2022, when it could be surrendered with 6 months’ notice. Upon surrender there may be some costs (as yet not estimated) incurred for dilapidations and making good.
9. The proposed new build by Beaminster Town Council is in very early stages of development with no detailed plans or costings obtained as yet, however it would assist the project if WDDC/Dorset Council were able to consider a cash contribution to the project to reflect net future savings due to the transfer of the service from 2022.
10. The operating costs of the Beaminster public conveniences in 2017-18 were £11,070 per annum, and would continue to be operated by WDDC/Dorset until completion of the proposed new facility, which may coincide with the date of the council break clause in the existing lease.
11. It could be for Dorset Council to consider whether it should make a further contribution to the planned new Beaminster Town Council public conveniences when plans are further developed.
12. If the District Council were to support the provision of a new public convenience in Beaminster, any funding would be held by Beaminster Town Council. The funds will be held as Restricted Funds for the primary purpose of supporting the provision of a new public convenience in Beaminster.
13. Total land, development and associated costs are unknown, but are likely to be very significant, and a grant of £70,000 from the District Council would be invaluable as match funding, and can also enable design decisions to be made quickly.
14. The Committee is therefore requested to consider the allocation of a grant of £70,000 to Beaminster Town Council for the purposes as set out in this report.
Page 142 Implications
15. Corporate Plan. Empowering Thriving and Inclusive Communities.
16. Financial. The funding for the project as set out in the report will be derived from Economic Development and other Reserves.
17. Equalities. It is important to health and wellbeing that economic and community facilities are sufficient to meet the needs of the local community and are in accessible locations. The Council will ensure that the provision of a new public convenience in Beaminster has an appropriate Equal Opportunity policy in place, and where necessary, Equality Impact Assessments will be undertaken by organisations implementing projects.
18. Economic Development. The provision of a new public convenience in Beaminster contributes to economic development, as a tourism asset, bringing visitors to the area.
Environment
19. Risk Management (including Health & Safety). The provision of a new public convenience in Beaminster
Any grant to the will be subject to a grant agreement (drawn up by Legal services).
Human Resources
20. None
Consultation and Engagement
21. The Portfolio Holder (Cllr Mary Penfold) and the lead organisation for this project has been consulted on the proposals set out in this report.
Appendices
22. None
Background Papers
23. None
Footnote
24. Issues relating to financial, environmental, economic and equalities implications have been considered and any information relevant to the decision is included within the report. Page 143 Report Author: Stephen Hill, Strategic Director Telephone: 01258 484132 Email: [email protected] Date: 25 January 2019
Page 144 Agenda Item 15
Strategy Committee 7 February 2019 New Visual Arts Venue in Sherborne – request for rights of access and a lease of parking spaces in Old Market Car Park For Decision
Portfolio Holder Councillor John Russell – Environmental Protection and Assets Councillor Mary Penfold - Enabling
Senior Leadership Team Contact: S Caundle, Assistant Chief Executive
Report Author: Greg Northcote, Estates Manager
Statutory Authority Legal power to dispose of the land – s123 (2) and s 128(1) Local Government Act 1972 and Circular 06/03 Local Government Act 1972 General Disposal Consent (England) 2003.
Purpose of Report
1 To seek instructions to conclude negotiations to grant a licence for investigations and works, an lease of access rights and a lease of parking spaces in Old Market Car Park to the Sherborne Arts Trust to support development of a new Visual Arts Venue in Sherborne.
Officer Recommendations
2 a) To delegate authority to the Head of Paid Service and Strategic Director for Finance (subject to planning consent being granted) to grant a short term licence for ground clearance and site investigations and a licence to undertake works, and on satisfactory completion of a new Visual Arts Venue in Sherborne, to grant a lease of access rights over the Council’s access road and Old Market Car Park and a lease of up to 16 parking spaces in the car park to the Sherborne Arts Trust.
b) To delegate authority to the Head of Paid Service and Strategic Director for Finance to conclude terms for the above leases for nil consideration on the basis that the defined specified circumstances of Section 123 (2) A of the Local Government Act 1972 set out in paragraph 16 below are satisfied, by providing that the lease of access rights is restricted to use for the visual arts venue only or by imposing a clawback arrangement to realise any enhanced value from a change in use and the lease of parking spaces Page 145 terminates if the Visual Arts Venue closes so that the former parking area then reverts to the Council.
Reason for Decision
3 To support development of a new Visual Arts Venue in Sherborne by granting legal interests in land potentially at less than best consideration in recognition that the venue will generate benefits to the local community, environment and economy that exceed the commercial value of the legal interests granted. The long leases required to secure investment are also likely to exceed officer delegations and therefore require member authority to proceed.
Background and Reason Decision Needed
4 The Sherborne Arts Trust (the Trust) a registered charity have submitted planning application Ref No WD/D/18/002619 for development of land adjacent to the Council’s access road off Newlands and Old Market Car Park into a new Visual Arts Venue. The development site is owned by the Trust and was formerly tennis courts that closed in 1992. A copy of the application plan together with indicative lease plans are reproduced in the Appendix.
5 To achieve this development the Sherborne Arts Trust are seeking a permanent lease of access rights over the access road off Newlands that currently serves the Old Market Car Park, garages, public conveniences and retail premises as well as Waitrose and other separately owned commercial properties. The Trust propose to form two vehicular entrances as indicated on the copy of the application plan. These will be formed in the existing stone boundary wall to the site and adjacent Paddock Gardens, the Northern one with the consent of Sherborne Town Council.
6 The development site extends to 0.28 hectares (0.69 acres) of land and can be viewed as a brownfield site with potential for a range of alternative uses in this town centre location. Potential site values could range from say £150,000 per acre for community usage to in excess of £1 million per acre for some high density residential uses. The site is land locked and requires access to service it. Potentially the lease of access rights could command up to 50% of any uplift in value resulting from planning consent. To address this officers will restrict the lease of access rights to use for the visual arts venue only and may consider making it personal to the Trust. Alternatively officers could impose a clawback condition requiring a payment if the use is varied to reflect the uplift in the value of the lease of access rights relative to enhanced site value. Officers believe that the potential value of the lease of access rights based on this type of community usage would be around £50,000 but an unrestricted usage could increase the value potentially to £500,000.
7 The Trust are also seeking to take a lease from the Council of up to 16 car parking spaces in the Council’s Old Market Car Park to create a parking/drop off point and the Southern entrance. The Old Market Car Park currently has 109 parking spaces and some preliminary discussions have prompted the Trust to Pageprovide 146a parking report through their consultants ARUP. This identifies that the Arts Venue could generate an average 41 additional parking requirements each day.
8 Officers take the view that the loss of up to 16 car parking spaces will result in a net loss of revenue to the Council of £10-£11,000 pa. The ARUP parking study indicates that the new venue could potentially increase revenue received from parking charges in the Council’s car park by £34,200 pa. This is based on assumed visitor numbers of 70,000 per annum.
9 The Trust have indicated their preference for the lease of access rights and lease of the parking spaces to effectively be gifted on the basis that although both legal interests have commercial value the overall benefit to the community and the Council outweighs their existing values. Officers are seeking a decision from Members to support the request in principle and to authorise officers to progress negotiations if planning consent is granted. If Members are willing to countenance gifting the land then the disposals will be at less than best consideration and the decision will need to rely on an analysis of the community, environmental and economic benefits that will accrue to the community. If members are not willing to gift the land interests then officers will negotiate commercial terms accordingly.
10 The Trust advise that development of the venue is likely to cost in the region of £6million. Without the gifting of the capital investment in the project by a local benefactor and release of covenants over the site of the development by Dorset County Council and the Digby Estate the project would not be deliverable. The Trust advise that if the venue attracts around 70,000 visitors each year it could potentially generate revenue by its third year of trading of around £855,000 pa as well as potentially attracting contributed income of £477,000 pa (from grants and donations). It will employ 10 full time equivalent staff. A report published by Plus Tate for similar venues elsewhere in the country indicates that venues of this size are capable of generating a combined supply-chain and induced spending approaching £0.5million pa for the local area as well as additional spend in the area by visitors to the venue.
11 The car park is a relatively busy one used by town centre shoppers and the Council’s access road is shared with Waitrose and many other commercial users. Officers are seeking reassurances from the Planning Team and the Trust that site circulation, signage, deliveries, parking controls etc can and will be adequately addressed as part of both the planning process and the associated legal documentation. Similar conditions will be addressed in the short term licences for investigations and development works but a development of this scale in this location will inevitably impact the existing arrangements.
12 The Trust have confirmed their continuing willingness to potentially accommodate the Sherborne TIC within the new venue, if terms can be agreed.
Page 147 Implications
Corporate Plan
13 Support the development of a new arts centre in Sherborne
14 Maximise income through effective asset management and trading activities and realise the significant savings targets that are set out in the Medium Term Financial Plan
Financial
15 Adopting the recommendations in this report in respect of the Sherborne Visual Arts Venue will reduce car parking revenue initially but that may be offset by increased parking usage once the project is completed in 2020. The recommendations will not burden the Council with costs in respect of initial remodelling of the car park to accommodate the project and the Trust will contribute towards future maintenance of shared areas on a pro rata basis. The Trust will meet the Council’s cost of concluding these matters. If commercial terms are agreed this will potentially generate a capital receipt and will at least preserve current net revenues.
16 Transfers proposed at less than best consideration as per Recommendation 2 (b) above are permitted within the meaning of Section 123 (2) A of the Local Government Act 1972 in defined specified circumstances:
a) the local authority considers that the purpose for which the land is to be disposed is likely to contribute to the achievement of any one or more of the following objects in respect of the whole or any part of its area, or of all or any persons resident or present in its area;
i) the promotion or improvement of economic well-being; ii) the promotion or improvement of social well-being; iii) the promotion or improvement of environmental well-being; and
b) the difference between the unrestricted value of the land to be disposed of and the consideration for the disposal does not exceed £2,000,000 (two million pounds).
Equalities
17 The recommendations do not have any negative impact on equalities.
Environmental
18 The recommendations will bring back into beneficial use a disused brownfield site in Sherborne. They will increase car parking demand in the town and increase usage of the District and Borough Council’s Car Parks.
Page 148 Economic Development
19 The development of a Visual Arts Venue will potentially deliver economic benefits to the town.
Risk Management (including Health & Safety)
20 The recommendations in respect of the Visual Arts Venue require planning consent. Officers are seeking assurances from the Trust that any required remodelling of the Old Market Car Park to accommodate the new venue and increased vehicular site circulation issues arising will be addressed at their cost. Officers will issue a separate licence for the works associated with this project and manage risk through its provisions.
Human Resources
21 There will be resource requirements for delivery of the recommendations for staff in Estates, Building and Facilities and Legal Teams.
Consultation and Engagement
22 Portfolio Holders have been advised of the proposals. Representatives of Sherborne Town Council have attended meetings with officers regarding these matters. Local Members in Sherborne have already been consulted regarding this project.
Appendices
23 Appendix 1: Planning Application Plan and indicative Lease Plans.
Background Papers
24 Transport Study by ARUP listed in the Planning Application no WD/D/18/002619 on the Councils web site Dorset for You.
25 Parking Study by ARUP.
26 Plus Tate: Connecting art to People and Paces. Tate Publishing 2015
Footnote
Issues relating to financial, environmental, economic and equalities implications have been considered and any information relevant to the decision is included within the report.
Report Author: Greg Northcote Estates Manager Telephone: 01305-838268 Email: [email protected]
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CHECKED JB This page is intentionally left blank Illustrative plan for lease of parking spaces to Sherborne Arts Trust for new Visual Arts Venue
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52 6 © Crown Copyright and database right (2019). 6 The Powell 61 Ordnance Survey Licence Number 100024307. Theatre South Walks House, 60.0m South Walks Road, Date : 29-01-19 West Dorset DORCHESTER, District Council Dorset. Scale 1 : 1250 @ A4 DT1 1UZ PageTel: 01305 155 251010 Fax: 01305 251481 This page is intentionally left blank Agenda Item 16
Strategy Committee 7 February 2019 Leasing of The Grove in Bridport For Decision
Portfolio Holder Councillor John Russell – Environmental Protection and Assets Councillor Mary Penfold - Enabling
Senior Leadership Team Contact: S Caundle, Assistant Chief Executive
Report Author: Greg Northcote, Estates Manager
Statutory Authority Legal power to dispose of the land – s123 Local Government Act 1972.
Purpose of Report
1 To approve granting a 30 year lease of The Grove in Bridport to Bridport Town Council.
Officer Recommendations
2 To delegate authority to the Head of Paid Service and Strategic Director for Finance to grant a lease of The Grove in Bridport on commercial terms to Bridport Town Council but if terms are not agreed to dispose of the freehold interest by open marketing.
Reason for Decision
3 To enable the Bridport Town Council to underlet the property to a mix of commercial and community users.
Background and Reason Decision Needed
4 This is a grade II listed building currently leased as a retail unit but formerly used as offices where the current excluded lease expires on 6th May 2019. The tenant vacated the building some time ago. The Council has been approached by Bridport Town Council who have expressed an interest in taking a new commercial lease of the whole property for a term of 30 years. Their intention is to underlet the property to a range of commercial and community occupiers to generate a revenue stream that will cover costs and any surplus will be directed to community benefit. Their offer is to pay market rental value with market rent reviews every 5 years and otherwise the lease be taken on full repairing and insuring terms. Page 157 5 The Grove is locally off the main drive to Mountfield that is owned and partially occupied by the Town Council. The Council have indicated their intention is to underlet the accommodation at The Grove to commercial occupiers potentially enabling Mountfield to accommodate corporate and community uses. The Town Council has indicated their willingness to consider temporarily or permanently providing accommodation for the Bridport Museum’s History Centre as part of that proposal.
6 In the event that The Grove, Bridport is not leased to Bridport Town Council officers are seeking instructions to dispose of the freehold interest by open marketing the property.
Implications
Corporate Plan
7 Maximise income through effective asset management and trading activities and realise the significant savings targets that are set out in the Medium Term Financial Plan
8 Work with our partners across Dorset to reform and shape the future of local government to ensure that it is sustainable
Financial
9 The grant of a lease on commercial terms will preserve the Council’s net revenue stream. The Town Council will take on the premises following any works required at the end of the current tenants lease.
Equalities
10 The recommendations do not have any negative impact on equalities.
Environmental
11 The recommendations will ensure future beneficial use of The Grove.
Economic Development
12 The recommendations will ensure future beneficial use of The Grove.
Risk Management (including Health & Safety)
13 None.
Page 158 Human Resources
14 There are resource requirements for delivery of the recommendation for staff in Estates, Building and Facilities and Legal Teams.
Consultation and Engagement
15 Portfolio Holders have been advised of the proposals. Representatives of Bridport Town Council have attended meetings with officers regarding these matters.
Appendices
16 None
Background Papers
17 Executive Committee 25 April 2018 Property Asset Management Plan – Disposal List
Footnote
Issues relating to financial, environmental, economic and equalities implications have been considered and any information relevant to the decision is included within the report.
Report Author: Greg Northcote Estates Manager Telephone: 01305-838268 Email: [email protected]
Page 159 This page is intentionally left blank Agenda Item 17
Strategy Committee 7 February 2019 Review on dog controls For Decision
Portfolio holder Cllr Thacker
Senior Leadership Team Contact: S Hill, Strategic Director
Report Author: Jane Williams,Team Leader - Environmental Protection (West)
Statutory Authority Anti-social Behaviour, Crime and Policing Act 2014
Purpose of Report
1. To consider the recommendations of the Overview & Strategy Committee regarding a review of dog controls.
Recommendations
2. That the committee considers the recommendations of the Overview and Scrutiny Committee that the following items should be included in the public consultation for the review of the PSPO (Dog Controls) to be commenced later in 2019: Consideration of bespoke PSPO dog controls for individual areas Requiring dogs to be kept on a lead in defined areas (e.g. defined areas of beach, etc.) when the excluding requirements are not in place (i.e. 01 October – 30 April) Designating named streets – or a defined area – under the Road Traffic Act; this would have the effect of requiring dogs to be kept on a lead at all times on or adjacent to named roads or roads within a defined area A review of relevant signage in respect of the PSPO controls
Reason for Decision
3. Cllr Turner has requested that the council review existing dog control powers available and whether new or additional controls should be put forward for consideration.
Background and Reason Decision Needed
4. A number of complaints have been made regarding the behaviour of dogs on the beach at Front Town Beach, Lyme Regis during the period when Page 161 dogs are permitted. The complaints allege out of control dogs on this beach which also gain access to beach huts, bounding up to the public, fouling, and urinating on swimmers’ possessions. Perhaps of more concern is a report that a child has been injured by an uncontrolled dog on the beach.
5. A Public Space Protection Order (‘PSPO’) was made in 2017 which introduced a number of dog controls; the requirements of the current Order, in relation to Lyme Regis are: - to exclude dogs from a defined area of Front Town Beach between 1st May and 30th September; - dogs to be placed on a lead when directed by an Authorised Officer (all public areas) - Dogs to be on lead at all times (Marine Parade & Cart Road, and all formal gardens) - Clearing fouling (all public areas)
Failure to comply with any of these requirements can result in the issue of a £100 Fixed Penalty Notice (‘FPN’) upon the responsible person. Details of FPNs served in the area are shown in Appendix 1.
6. PSPOs are life-limited to 3 years after which a review must be undertaken in order to determine whether the requirements continue to be necessary, or should be abandoned or changed. The review procedure involves a 12- week public consultation to gather stakeholders’ views and the entire process can take 8 months or more to complete through the committee structure.
7. Orders cannot be altered during their lifetime without undertaking the consultation and review process outlined at point 6 above.
8. The current Order will expire on the 30th August 2020 and it is anticipated that the review process will commence later this year in order to provide adequate time for challenge before it would become live from 17 October 2020.
9. For a PSPO to be made it must meet the following two conditions set out in the legislation: Condition 1 Activities carried on in a public place within the authority’s area have had a detrimental effect on the quality of life of those living in the locality, or It is likely that the activities will be carried out in a public place within that area and they will have such an effect. Condition 2 The effect, or likely effect of the activities; is or is likely to be of a persistent or continuing nature; is or is likely to be, such as to make the activities unreasonable; and justifies the restrictions imposed by the order.
10. A list of the complaints/allegations made in respect of dogs in the Lyme Regis Town Council area is shown in Appendix 2. Page 162 11. The Overview and Scrutiny Committee considered these issues at their meeting on 22 January 2019 and the discussion held is set out in the extract from the minutes at Appendix 3. Members expressed an understanding of the issues raised in respect of the review of the PSPO. However, due to the timescale for local government reorganisation it was noted that the review of the PSPO would be undertaken by the new Dorset Council with consultation to commence later in 2019 in readiness for the end of the current PSPO period. The consultation would enable all local authorities and interested individuals to input their views and proposals. Members agreed that they wished to input into the future consultation process.
12. The recommendations from the Overview and Scrutiny Committee are that the following items should be included in the public consultation for the review of the PSPO (Dog Controls):
Consideration of bespoke PSPO dog controls for individual areas Requiring dogs to be kept on a lead in defined areas (e.g. defined areas of beach, etc.) when the excluding requirements are not in place (i.e. 01 October – 30 April) Designating named streets – or a defined area – under the Road Traffic Act; this would have the effect of requiring dogs to be kept on a lead at all times on or adjacent to named roads or roads within a defined area A review of relevant signage in respect of the PSPO controls
13. Following the formation of Dorset Council, Members of the new authority will then have the opportunity to consider whether to review all of the dog- related PSPOs which will be inherited from the predecessor councils in order to establish a degree of consistency across the area.
14. Members are therefore invited to consider the existing controls in light of those complaints, and consider whether different or additional dog controls should be proposed to be included in the PSPO review process. Any proposals would be put forward for inclusion in the public consultation process which must necessarily precede any changes to the Order(s).
15. Options which Members may wish to consider for inclusion in the public consultation include: i. Requiring dogs to be kept on a lead in defined areas (e.g. defined areas of beach, etc.) when the exclusion requirements are not in place (i.e. 01 Oct – 30 April) ii. Designating named streets – or a defined area – under the Road Traffic Act; this would have the effect of requiring dogs to be kept on a lead at all times on or adjacent to named roads, or roads within a defined area. iii. Prohibiting dogs from an area of beach during an extended period, beyond that period currently applied.
16. In order to be legally enforceable, controls can only be included in a PSPO where they are clearly designed to address issues which meet the Page 163 requirements set out at point 9 above and for which there is clear evidence.
17. Control measures must also have regard to equalities issues and the matters identified in the Equalities Impact Assessment (EqIA) which has been undertaken.
Implications
Corporate Plan Ensuring safe and thriving communities with respect for each other. Facilitating sustainable leisure, culture and community activities. Protecting and enhancing the built and natural environment.
Financial Any changes to PSPOs will require new signage to be provided in order to inform members of the public of the requirements. To be met in existing budgets.
Equalities An Equality Impact Assessment has been undertaken for assistance dogs and the impact this Order has on them. https://www.dorsetforyou.gov.uk/your- council/equality-and-diversity/pdfs/eais/nddc/dog-related-public-space-protection- orders-2018.pdf
All officers authorised to serve FPN’s will receive safeguarding and equalities training.
Environmental Keeping land free from dog fouling is a high resident priority, as is the safe use of beaches, parks and open spaces by all.
Dog faeces can carry the disease toxicaris which can lead to permanent blindness in children if accidently consumed, as well as being unpleasant when picked up on shoes, clothing or bike/pushchair wheels.
Having adequate control over a dog by placing it on a lead will ensure that the owner can see the dog foul as well as control its activities in particular environments for example when in crowded areas, where there is a need to respect land (e.g. cemeteries or formal gardens) or where sports activities may excite a dog to get involved which may cause fear to those engaged in the activity.
For animal welfare reasons as well as the lifestyle choice and well-being of dog owners it is equally as important to provide exercise areas for dogs off of the lead.
Economic Development Maintaining a pleasant and healthy environment helps to promote the economic well-being of a tourist area.
Risk Management (including Health & Safety) None arising from this report Page 164 Human Resources The process of undertaking a public consultation and subsequent collation of responses and writing committee reports will necessitate scheduling of work to accommodate these activities within existing workloads. No additional enforcement capacity is envisaged as likely to be made available.
Consultation and Engagement None at this time. A public consultation will be necessary as part of the review of the existing PSPO.
Appendices Appendix 1 - Details of FPNs served in the area Appendix 2 - list of the complaints/allegations made in respect of dogs in the Lyme Regis Town Council area Appendix 3 – Extract of minutes of Overview and Scrutiny Committee 22 January 2019
Background Papers
Dog related Public Spaces Protection Orders can be found on West Dorset’s and Weymouth and Portland’s dog warden pages for reference.
Anti-social Behaviour, Crime and Policing Act 2014. Anti-social Behaviour, Crime and Policing Act 2014: reform of Anti-social behaviours. Statutory Guidance for front line professionals; Home Office, July 2014, updated December 2017. Dealing with irresponsible dog ownership, Practitioners Manual and Annexes – D, DEFRA, October 2014.
Footnote
Issues relating to financial, environmental, economic and equalities implications have been considered and any information relevant to the decision is included within the report.
Report Author: Jane Williams, Environmental Protection Team Leader Telephone: 01305 252472 Email: [email protected]
Page 165 This page is intentionally left blank Appendix 1 - FPN's Served in Lyme Regis Request No Manual Ref Town Requester Address Date Received Request Description Request Category Description 13084 802 Colyton Enforcement Officer -, Lyme Regis 19/12/2018 Fpn (officer Service) Dog off lead 11090 801 Bournemouth Enforcement Officer -, Lyme Regis 30/08/2018 Fpn (officer Service) Dog in exclusion area 8722 806 Lodsworth South Walks House, South Walks Road, Dorchester, Dorset, DT1 1UZ 30/05/2018 Fpn (officer Service) Dog in exclusion area 8203 805 Southampton South Walks House, South Walks Road, Dorchester, Dorset, DT1 1UZ 08/05/2018 Fpn (officer Service) Dog off lead Page 167 Page This page is intentionally left blank Appendix 2 - Complaints recieved re dog control in Lyme Regis Request No Street Town Date Received Method of Reporting Request Description Request Category Description Completed Date 4715 Marine Parade Lyme Regis 02/11/2017 Letter Dog Control Order Enquiry request dog on lead 10/11/2017 4704 The Cobb Lyme Regis 08/11/2017 External email Dog Control Order Enquiry request for on lead 09/11/2017 4874 Marine Parade Lyme Regis 16/11/2017 External email Fouling on beach 02/01/2018 5620 The Cobb Lyme Regis 02/01/2018 External email Dog Control Order Enquiry urine on clothing 18/01/2018 6676 Marine Parade Lyme Regis 21/02/2018 Web Form Fouling on beach 03/05/2018 9894 Cobb Road Lyme Regis 13/07/2018 Internal Email Dog Control Order Enquiry confusion re signs 13/07/2018 12252 Marine Parade Lyme Regis 29/10/2018 Internal Email Aggressive Dog out of control/roaming 09/01/2019 13187 Marine Parade Lyme Regis 02/01/2019 External email Dog Control Order Enquiry on lead on beach request 03/01/2019 13277 Monmouth Beach Lyme Regis 07/01/2019 External email Dog Control Order Enquiry request dogs off beach/urine on clothing 07/01/2019 13288 Marine Parade Lyme Regis 08/01/2019 External email Dog Control Order Enquiry request dogs off beach 10/01/2019 13301 Marine Parade Lyme Regis 09/01/2019 letter Dog Control Order Enquiry non-compiance and out of control dogs 10/01/2019 Page 169 Page This page is intentionally left blank Appendix 3 Extract from minutes of Overview and Scrutiny Committee – 22 January 2019
Review on Dog Controls
At the request of the Chairman, the committee received and considered a report of the Team Leader – Environmental Protection (West), which provided an opportunity to discuss concerns that had been raised regarding the behaviour of dogs on Lyme Regis Front Town Beach, outside of the summer season and to identify whether additional dog controls were considered necessary and appropriate. Details of Fixed Penalty Notices issued and complaints or allegations made, were provided in appendices to the report.
A Public Space Protection Order (PSPO) was made in 2017 which introduced a number of dog controls, the details of which for Lyme Regis were provided in the report. It was noted that PSPOs were life-limited to 3 years, after which a review had to be undertaken. The current order expired on 16 October 2020 and it was anticipated that the review process would commence later in 2019.
The Chairman noted that when the PSPO had been introduced, some controls were established as standard across the district. With the issues in Lyme Regis, and particularly at Front Town Beach, there may need to be consideration as to whether some areas needed individual controls. This could include other areas as well as Lyme Regis and a point was raised in respect of issues in West Bay. It was noted that dogs were excluded from beaches between 1 May and 30 September and that following this period, the new council would be in place and consultation for the review of the PSPO would commence in the autumn.
The point was made that although it was possible to have controls in place, there was a need to be able to enforce the controls on the ground. Dorset Councils Partnership employed 3 dog wardens across the 3 council areas. The statutory duty for the dog wardens was to collect stray dogs and other activities were undertaken on top of this. In addition, Lyme Regis Town Council employed 2 enforcement officers who had a role in dog control along with a number of other duties.
A discussion was held in respect of issues with dog fouling across the district. Controls for dog fouling were in place in all public areas across the district. Officers would take witness statements from members of the public if there was felt to be an issue at a location.
Members expressed an understanding of the issues raised in respect of the review of the PSPO. However, due to the timescale for local government reorganisation it was accepted that the district council was unable to take any action in respect of the PSPO at the current time. It was noted that the review of the PSPO would be undertaken by the new Dorset Council with consultation to commence later in 2019 in readiness for the end of the current PSPO period. The consultation would enable all local authorities and
Page 171 interested individuals to input their views and proposals. Members agreed that they wished to input into the future consultation process and it was agreed that a report would be submitted to Strategy Committee in order to formalise the items that members wished to include in the consultation.
Recommendation to Strategy Committee
That the following items should be included in the public consultation for the review of the PSPO (Dog Controls):
Consideration of bespoke PSPO dog controls for individual areas Requiring dogs to be kept on a lead in defined areas (e.g. defined areas of beach, etc.) when the excluding requirements are not in place (i.e. 01 October – 30 April) Designating named streets – or a defined area – under the Road Traffic Act; this would have the effect of requiring dogs to be kept on a lead at all times on or adjacent to named roads or roads within a defined area NB: In order to be legally enforceable, controls can only be included in a PSPO where they are clearly designed to address issues which meet the requirements set out at point 9 of the report and for which there is clear evidence. A review of relevant signage in respect of the PSPO controls
Page 172 Agenda Item 18
Strategy Committee 7 February 2019 Adoption of the Dorset Area of Outstanding Natural Beauty Management Plan 2019-2024 For Recommendation To Council
Portfolio Holder
Cllr Ian Gardner, Planning
Senior Leadership Team Contact: S Hill, Strategic Director
Report Author: H Jordan, Corporate Manager, Planning (Community & Policy Development)
Statutory Authority Countryside and Rights of Way Act 2000
Purpose of Report
1 To enable the statutory review of the Area of Outstanding Natural Beauty Management Plan to be completed
Recommendations
2 That the Dorset Area of Outstanding Natural Beauty Management Plan, included as Appendix 1 of this report, be adopted
Reason for Decision
3 To ensure that the statutory responsibilities in relation to the Area of Outstanding Natural Beauty are met.
Background and Reason Decision Needed
4 The preparation and review of a Management Plan for each Area of Outstanding Natural Beauty is a statutory requirement for local authorities. Plans must be reviewed every five years and this is the fourth edition of the Dorset Area of Outstanding Natural Beauty Management Plan. The Plan is the key governance document for the Area of Outstanding Natural Beauty, steering the work of the staff team and partner organisations and helping to support bids for external funding.
5 The revised Plan was approved by the Partnership Board on 15 November 2018 but must be taken to all the constituent local authorities for formal adoption. Page 173 6 The review process, originally agreed by the Board in May 2017, has taken twelve months and has included engagement with expert stakeholders, partner organisations, community representatives and members of the public. The process began with a series of workshops with ‘expert review groups’, involving over 50 people, followed by the AONB Forum which was attended largely by parish and town councils and other community groups and partnerships. This was followed by a twelve-week formal consultation period which was widely advertised online and through social media channels. All county and district councillors in the area were directly informed, as were all parish clerks. Copies of the document were available in public libraries and at council offices.
7 During the formal consultation period there were 174 responses to the online questionnaire and 31 detailed responses making around 350 separate points of support, comment or proposed amendment. The responses demonstrated a large degree of support for the Area of Outstanding Natural Beauty, and also included a range of suggested changes many of which have been made to the final draft document. These changes included strengthening the definition of ‘natural beauty’; giving greater emphasis in the Chairman’s foreword to the scale of the challenge of conserving and enhancing this landscape; including a list of key partners in each policy section; and setting out the Partnership’s priorities for action over the lifetime of this management plan.
8 The final plan now needs to be adopted by the full Councils of all five local authorities covering the Area of Outstanding Natural Beauty: Dorset County Council; North Dorset District Council; Purbeck District Council; West Dorset District Council and Weymouth & Portland Borough Council.
Implications
Corporate Plan The Management Plan contributes towards the Corporate Plan objective of improving quality of life, including enhancing the quality of life of people living and working in the district, and safeguarding and providing opportunities to enjoy the natural and built environment now and in the future.
Financial The Management Plan has been prepared by the Dorset Area of Outstanding Natural Beauty Team, which is overseen by a Partnership Board including member representatives of all the councils. Over 75% of the funding for the staff unit is from Defra: the remainder comes from the five local authorities. West Dorset currently contributes £19,795 annually. From the 2019/20 financial year, the local authority proportion will come entirely from the new Dorset Council.
£10,000 of the AONB Partnership budget was made available to fund the development and publication of the revised plan.
The plan has the potential to be used as the key support document for attracting funds for AONB management: the 2014-19 Management Plan has helped to achieve over £7.5 million value of delivery coordinated by the AONB Partnership to date. Page 174 Equalities An Equalities Impact Assessment has been undertaken during the preparation of the management plan, and amendments made as a result.
Environmental The plan sets out policies and proposals to protect and enhance the environmental quality of the Area of Outstanding Natural Beauty, including its natural beauty, biodiversity and heritage.
Economic Development The plan encourages appropriate rural economic development and helps to promote the area, which is of benefit for tourism and other rural businesses. Local research has shown the significant economic benefit of the designation, and projects such as the Dorset Food and Drink initiative help to support and promote local businesses.
Risk Management (including Health & Safety) Reputational risk if the management plan is not adopted in the required timescale, as preparing and reviewing the management plan is part of the council’s statutory duties.
Human Resources The plan has been prepared by the Area of Outstanding Natural Beauty Team, which is funded by Defra and the local councils, as referred to above. A member and an officer attend the Partnership Board meetings to represent this Council. Officers have also contributed to the Management Plan Review Group and Annual Forum.
Consultation and Engagement The Plan has been subject to public and stakeholder consultation, overseen by an appointed Management Plan Review Group, and has been approved by the Partnership Board.
Appendices Appendix 1 – Dorset Area of Outstanding Natural Beauty Management Plan 2019-2024, as agreed by the Partnership Board.
Background Papers The final Management Plan and consultation responses are available to download at https://www.dorsetaonb.org.uk/the-dorset-aonb/management-plan
Footnote
Issues relating to financial, environmental, economic and equalities implications have been considered and any information relevant to the decision is included within the report. Page 175 Report Author: H. Jordan, Corporate Manager, Planning (Community & Policy Development) Telephone: 01305 252303 Email: [email protected] Date: 4 January 2019
Page 176 Management Plan 2019-2024
Page 177
1 Our vision
The Dorset Area of Outstanding Natural Beauty Partnership is working towards a future in which the management of the landscape and designation is the best example of how protected landscapes can stimulate truly sustainable development and land management.
For the environment of the AONB:
• the AONB is stunningly beautiful, tranquil and healthy • there are large tracts of well linked, high quality habitats within a landscape capable of supporting resilient populations of a wide range of species • the AONB is regarded as a store of natural capital which is conserved and managed to maximise the benefits available from it (clean water, clean air, productive soils, geological resources, etc) Page 178 Page For the community of the AONB:
• sustainable rural communities are thriving and housed affordably, enjoying a range of health and wellbeing benefits afforded by a wonderful environment • there is a range of active travel options and wide access to the countryside • the landscape’s natural and cultural heritage is the basis for a wide range of education, learning and volunteering opportunities for all ages; it inspires ongoing research and artistic endeavour
The economy of that community offers great employment for all ages in:
• well-rewarded sensitive farming, forestry and fishing businesses OUR and the conservation sector alongside which they work • the production of superb local products and a SHARED tourism industry that rewards host communities and contributes to landscape management LANDSCAPE • the local building industry which is a leader in low energy construction employing local timber • a world-class creative industry and the wider green economy inspired by the landscape
3 Contents
Our vision 3 Minister’s foreword 4 Chairman’s foreword 7 I am fortunate that England’s Areas of Outstanding Natural 1. INTRODUCTION 8 Beauty are part of my Ministerial responsibilities. Whether it be rolling hills, sweeping coastline or a tranquil village, 2. AREAS OF OUTSTANDING spending time in an AONB can stir the heart and lift the spirit. NATURAL BEAUTY 10
This is a pivotal moment for all AONBs. The Government has 3. THIS MANAGEMENT set its ambition in the 25 Year Environment Plan which states PLAN 16 clearly the importance of natural beauty as part of our green future, while AONBs retain the highest status of protection 4. KEY ISSUES & for landscape through national planning policy. Leaving OPPORTUNITIES 22 the EU brings with it an opportunity to develop a better
Page 179 Page 5. KEY CONCEPTS Lord Gardiner system for supporting our farmers and land managers, WITHIN THIS PLAN 30 of Kimble who play such a vital role as stewards of the landscape. Parliamentary Under And the Review of National Parks and Areas of Outstanding 6. STATEMENT OF Secretary of State for Rural Natural Beauty led by Julian Glover - the first of its kind for SIGNIFICANCE 36 Affairs and Biosecurity generations - will make recommendations to make sure our designated landscapes can flourish in the years ahead. 7. LANDSCAPE & SEASCAPE CHARACTER 54 In my visits to AONBs around the country, I have been struck by the passion of many people - farmers, volunteers, and 8. NATURAL CAPITAL 64 hard-working staff - for the beautiful places they live and 9. POLICY FRAMEWORK 70 work. In this sprit I am delighted to welcome publication of this Statutory Management Plan for Dorset AONB. It is 9.1 The working landscape 74 significant that this plan will be delivered in partnership by 9.2 Exploring, understanding, those who value Dorset AONB. I would like to thank all those and engaging 80 involved in preparation of this document, and wish you the best of success in bringing it to fruition. 9.3 Planning for landscape quality 86 9.4 Ways of working 94
10. DELIVERY 99
11. ORGANISATIONS ENDORSING THIS PLAN 102
4 5 is stretched; natural systems are dealing with past decades of insensitive or unenlightened practice in built development and agriculture, and in general our lifestyles have a damaging environmental footprint.
The time this plan takes effect is one of great
flux: Brexit on a national scale and Dorset’s
nine Local Authorities becoming two Unitary
Authorities. Now, however, the policy
background for the natural environment is
stronger than it has been for years as outlined
in the Minister’s Foreword. We look forward
to the outcomes of the Glover Review of Jim White MBE England’s designated landscapes, which Chairman of the Dorset will make recommendations on funding,
AONB Partnership governance, priorities and designation
coverage.
It is my pleasure to present this fourth edition The AONB Partnership has limited resources Page 180 Page of the management plan for the landscape for delivery; it always amazes me how so of the Dorset Area of Outstanding Natural much is achieved with so little. We have a core Beauty (AONB). It’s an area I love deeply; team of 6 (4.5 FTE) which works to coordinate a landscape of international and national the making of this plan and overseeing significance for its natural beauty and all that its implementation. The Partnership will this includes: wildlife, geology, archaeology, continue to make the case for increased built heritage and cultural links. Recognition resources and influence to support the for this area is not new; this plan comes into conservation and enhancement of this area’s effect in the 60th anniversary year of the natural beauty, particularly through the Glover Dorset AONB designation. Review. Indeed, the aims of this plan would be delivered more deeply and widely across Previous AONB Management Plans have the AONB with a significant uplift in funds and achieved lots of positive action, enabled influence for the Partnership and its team. better conservation management of large areas of land and numbers of monuments, Notwithstanding the resources at the disposal and inspired and enabled projects which have of the AONB Partnership, achieving the engaged great numbers of people. It has also vision and meeting the objectives of this helped shape development and other change plan requires more than an adherence to the within the landscape for the better. Significant statutory duty by local authorities, agencies pressures and threats remain: globally we and utility companies. It requires buy-in and are witnessing widescale biodiversity decline effort from the very widest of partnerships: and extinction and climate breakdown. all people, agencies, land managers and other Locally, there is huge pressure on land for businesses with an interest or a stake in this large numbers of dwellings both within and very special place. around the AONB. The natural environment
7 Chapter 1
Blanford Wimbourne Forum
A37
Broadwindsor A350 Cerne Abbas Beaminster
A354 Axminster Maiden A31 *ALL mapsPowerstock to be Newtonupdated for PB meeting on 15th November Lewesdon Hill Charmouth Bere Regis A35 Bridport Uploaders A35 Charmouth A35 Lyme Seatown Dorchester Regis Litton Cheney Poole West Bay Bovington Wareham Wool
A354
Studland Corfe Page 181 Page
C West Lulworth h e s il B Langton e a c Weymouth Matravers h Swanage
1. INTRODUCTION Isle of Portland
It is one of a group of documents which Delivery Plan which will be constructed The Dorset AONB is a landscape of national Now in its fourth edition, this management • describe the policies, landscape condition following the public consultation period and international significance for its natural plan builds on previous iterations; it is for the and implementation strategy. The others in on this plan and annually thereafter. and cultural heritage assets. It is a landscape landscape of the Dorset AONB, not for one this set are: This describes how these policies will rich in natural beauty which has been organisation or partnership. It fulfils a legal requirement and is derived through local be implemented and translated into shaped by millennia of human occupation. • Landscape Character Assessment consensus. It sets out an approach to practice; it will describe one year’s Natural beauty and landscape quality goes (LCA) which describes the various conserving and enhancing the AONB’s natural activity in detail with a view towards the beyond the look of the landscape: it includes landscape types and character areas of beauty (which itself is further defined). It timespan of this plan. the elements which comprise the view the AONB, their characteristic features is for all people and organisations engaged (topography, geology, hydrology, wildlife, and the landscape condition. in activities which have implications for This plan has been developed and reviewed archaeology and other built heritage and the Strategic Environmental Assessment the area’s natural beauty, such as strategic • with the input and involvement of a wide cultural heritage made in response to it). This which was delivered alongside this planning, development management, land range of stakeholders. Through this process, management plan sets out the legal basis and Management Plan to test the policies management, conservation, celebration and local people and organisations have provided background of this landscape and articulates in this plan; it also includes a baseline education. extensive input in identifying the local actions a policy framework for the conservation and assessment of various socioeconomic and priorities that will conserve and enhance enhancement of its natural beauty. subjects for the AONB. this nationally important landscape.
8 9 Chapter 2
Protected landscapes in the UK
2. AREAS OF OUTSTANDING NATURAL BEAUTY
Areas of Outstanding Natural Beauty (AONBs) are nationally important
Page 182 Page protected landscapes. Dorset is one of 46 AONBs in England, Wales and Northern Ireland.
Together with the 13 National Parks, these make up our finest countryside and are protected in the national interest for future generations.
AONBs are also recognised internationally by the International Union for the Conservation of Nature as part of the global family of
protected areas. Key England and Wales National Park Areas of Outstanding Natural Beauty Scotland National Park National Scenic Area Regional Park Northern Ireland Areas of Outstanding Natural Beauty
10 11 2.2 2.1 Purposes and Duties: Natural beauty the legal basis Natural beauty remains largely undefined in legislation, despite being central to the NPAC Act 1949. Since then, qualifications and AONBs are designated under the National Parks and Access to the amendments to the legislation make it clear that natural beauty Countryside (NPAC) Act 1949. The purposes of the AONB designation includes wildlife, geological features and cultural heritage while were updated and confirmed by the Countryside Commission in 1991 not being restricted to them. as follows: Government guidance relating to AONBs provides a useful non- • The primary purpose of the designation is to technical definition: ‘Natural beauty is not just the look of the conserve and enhance natural beauty. landscape, but includes landform and geology, plants and animals, • In pursuing the primary purpose, account should be taken landscape features and the rich history of human settlement over of the needs of agriculture, forestry, other rural industries the centuries’. More recently the Natural Environment and Rural and the economic and social needs of local communities. Communities Act 2006 clarified that land used for agriculture, Particular regard should be paid to promoting sustainable woodlands, parkland or with physiographical features partly the forms of social and economic development that in product of human intervention in the landscape, is not prevented themselves conserve and enhance the environment. from being treated as an area of ‘natural beauty’. • Recreation is not an objective of designation, but the demand for recreation should be met so far as this is consistent with the Landscape beauty is not limited to the visual character but includes all Page 183 Page conservation of natural beauty and the needs of agriculture, aspects which underpin and contribute to that character. Therefore, the conservation and enhancement of wildlife, built heritage and forestry and other uses. cultural heritage is integral to the conservation of landscape and its natural beauty. The Countryside and Rights of Way Act 2000 confirmed the significance of AONBs and created improved arrangements for their management. There are three key sections of the Act for AONBs: 2.3 The Dorset AONB • Section 85 places a statutory duty on all ‘relevant authorities’ to have regard to the purpose of conserving and enhancing natural The Dorset AONB was designated in 1959 and is the fifth largest AONB. beauty when discharging any function affecting land in AONBs. It covers 1,129 square kilometres, approximately 42% of the county. • Section 89 places a statutory duty on local planning The AONB stretches from Lyme Regis in the west, along the coast to authorities to act jointly to produce a Management Plan Poole Harbour in the east, and north to Hambledon Hill near Blandford for each AONB in their administrative area. Forum. It covers over half of Poole Harbour, including Brownsea and the smaller islands. Outside of Poole Harbour and the Fleet, the • Section 90 describes the notification required during the AONB designated area ends at mean low water, but with a significant extent Management Plan-making process. of coastline the seaward setting and adjacent marine environment is important to the AONB’s condition. The Dorset AONB also includes AONBs are defined as areas not in a National Park but considered to be small areas in Somerset and Devon. of such outstanding natural beauty that it is desirable to protect them. Government has confirmed that the landscape qualities of National Parks The Dorset AONB has approximately 74,600 people living within it and and AONBs are equivalent and current guidance makes it clear that the 2.15 million people living within 40 miles of the boundary. A number of practical application of the natural beauty criterion is identical for both market and coastal towns lie within the AONB, including Lyme Regis, National Parks and AONBs, as is their equivalent importance Bridport, Beaminster and Swanage. and protection.
12 13 2.4 statutory agencies, local community and landowner representatives (key partners are listed in chapter 9). The Partnership has a dedicated Context of the Dorset AONB staff team which delivers a wide range of projects and advises on activities The Dorset AONB is connected to land, ecosystems, people and business and initiatives in the AONB. Core activity is funded by Defra and the local beyond its boundaries. The Dorset AONB lies within an area known for authorities which have responsibility for parts of the AONB; significant its outstanding environmental quality. To the east are the internationally additional funds are raised for Partnership projects. important urban heaths around Poole and Bournemouth and the New Forest National Park. To the northeast, the Dorset AONB shares a The Partnership also works closely with a wide range of organisations, boundary with the Cranborne Chase AONB near Blandford. To the west communities and landowners across the area, notably Dorset Coast lie the Blackdown Hills AONB and the East Devon AONB which meets Forum, Jurassic Coast Trust, Dorset Wildlife Trust, National Trust, RSPB, the Dorset AONB at Lyme Regis and includes the western section of Natural England, Dorset Countryside, Arts Development Company, Dorset the Jurassic Coast World Heritage Site. Food & Drink, plus many others. The success of the Partnership is dependent on its close working relations with these organisations Much of the surrounding countryside in Dorset, while not being covered and those who farm, live and work here. by landscape designations, is still of extremely high quality. To the north lies the Blackmore Vale, to the south the Isle of Portland and separating The AONB Partnership also works with the Dorset Health & Wellbeing the AONB’s northern downs from the Isle of Purbeck are the lower Frome Board, Dorset Local Enterprise and Dorset Local Nature Partnerships, and Piddle valleys. Significant and growing urban populations adjacent Catchment Partnerships and the Local Access Forum, raising issues to the AONB at Dorchester, Weymouth, Yeovil, Taunton and the Poole- and promoting opportunities afforded by the AONB landscape. Bournemouth conurbation look to the AONB as an area for leisure and 184 Page recreation. 2.6 As a coastal protected landscape, management of the Dorset AONB must Working beyond the Dorset AONB also take into account its links to the marine environment. Harbour and saline lagoons lie within the boundary in Poole Harbour and the Fleet. boundary Outside these areas the AONB boundary is at Mean Low Water. Activities The Dorset AONB Partnership is a member of the National Association within the marine elements of the AONB as well as out at sea can have for AONBs, the South West Protected Landscapes Forum and Europarc, significant implications for the character and qualities of the AONB, and which bring together the family of protected landscapes at regional, a high quality marine environment is just as crucial to the AONB’s integrity national and European levels. Through membership of these bodies, as a high quality terrestrial environment. the Dorset AONBs.
Partnership develops joint initiatives, shares experience, influences 2.5 policy and lobbies for greater recognition and protection for AONBs. Managing the Dorset AONB Many of the principles of this Management Plan can be applied to landscapes outside the AONB boundary. Where appropriate, the Most of the Dorset AONB is in private ownership and actively farmed Dorset AONB Partnership works with partners to deliver projects across (over 70%). The Dorset AONB Partnership has influence over the the county of Dorset rather than just within the AONB, ensuring that landscape through the planning process, by shaping grants and other the context of the AONB is recognised. Many projects also operate incentives, and through guidance and advice. There are many decisions collaboratively to make best use of available resources. affecting the landscape over which the Partnership has no direct influence, however it seeks to improve understanding of the designation to enable better decisions to be taken.
Delivery of the Dorset AONB Management Plan is coordinated by the Dorset AONB Partnership, which brings together local authorities,
14 15 Chapter 3
3.THIS MANAGEMENT PLAN Page 185 Page
This chapter sets out this plan’s INSPIRE purposes, intended audiences and how it relates to other strategies. It also ACTION gives some examples of how previous plans have been used for positive action.
16 3.1 3.3 What is the Plan for? How does it relate to other plans,
This plan is for guiding and inspiring action that will bring us closer strategies and processes? to achieving the vision. It meets the statutory requirement on local This plan should be used to guide and inform all other plans and activities authorities to produce a Management Plan but goes beyond that developed by public bodies and statutory undertakers that may affect the requirement by: AONB, in line with their duty of regard for the primary purpose of the AONB. • Bringing together partners to target or vision It should also be used for other people and organisations in and around the for this protected landscape. AONB so that they may contribute to the conservation and enhancement of the AONB. • Promoting collaboration in action for best results. • Helping to prioritise public investment, for example • This plan will help promote and support local delivery of agri-environment or rural development grant. the Government’s 25 Year Environment Plan including • Providing a policy framework within which the AONB Partnership development of a Local Natural Capital Plan can bring partners together to design, resource and implement • Public investment strategies: it can guide the targeting and programmes of action. prioritising of land management grants and other rural industry grants or loans via the Local Enterprise Partnership and community- The plan places a focus on how the primary purpose of conserving and led local investment strategies (e.g. Local Action Groups); it enhancing natural beauty will be delivered; social and economic issues can provide evidence for the Local Industrial Strategy are covered in terms of their relationship to that primary purpose. • Local & spatial plans: it provides part of the evidence base for Page 186 Page local plans including those for transport, waste and minerals. • Marine plans: provides part of the evidence
3.2 base for the Marine Plan (South). Who is the Plan for? • Development management: local planning authorities and the Marine Management Organisation have a statutory duty of The AONB Management Plan is just that – a plan for the AONB area. regard for the AONB when making planning decisions. In making It provides a framework that can help guide all activities that might these decisions the relevant authority should seek the advice of affect the AONB. Its audiences include: Natural England, the statutory agency responsible for AONBs. In addition, this Management Plan is a material consideration in AONB Partnership organisations – these organisations will have • the planning process. Planning authorities seek advice from the a key role in delivering and championing the Management Plan. AONB Team under the Dorset AONB planning protocol. Relevant authorities – all public bodies and statutory undertakers • • Health and wellbeing plans: it can guide the implementation have a duty to have regard to the primary purpose of the AONB; this of the ‘Prevention at Scale’ priority of the Dorset Management Plan will guide them in fulfilling their statutory duties. Sustainability and Transformation Plan. The Dorset Local Nature Partnership and Dorset • • Catchment plans: it provides part of the evidence base for the Local Enterprise Partnership. partnership catchment management plans within the AONB • Landowners and managers – those who own and manage land in (currently the Poole Harbour and Stour Catchments Plans). the AONB have a vital role to play; the plan aims to guide, support • Community planning: it can help inform neighbourhood and attract resources for sensitive management of the AONB. and parish plans and community strategies. Local communities – all of us that live and work in the AONB can play • • The Dorset & East Devon World Heritage Site Management Plan: an active role in caring for the Dorset AONB; the plan identifies this plan outlines the statutory landscape protections for the some of the priorities for action and ways to get involved. site and its setting in the collective interests of all humanity. • Cultural strategies: it can add context and local distinctiveness to enhance implementation.
18 19 3.4 What have previous plans helped to achieve?
Earlier editions of the plan have underpinned the work of the Dorset through a desired conservation programme which included land AONB Partnership and a wide range of contributors. The last 5-year acquisition (124 ha purchased by conservation organisations), management plan helped attract over £7.5M investment over the land management change (including 467 ha heathland restored), last 5 years through the AONB Partnership alone for conservation, community and education effort (reaching over 13% of the area’s access, understanding and celebration activities. It also influenced population) and inspiring over 20,000 hours of volunteer time. considerably more investment through agri-environment schemes. Stepping into Nature: with significant funding from Big Lottery, The following four examples highlight the ways in which the AONB • this project has developed and resourced numerous nature and Partnership operate: arts-based activities targeted at older people, particularly those living with dementia, and their carers. It has also trained many • Development management and planning gain: the policies and staff in the conservation sector so they are better able to deliver detail within the plan has helped limit harmful development activities for that key audience, and funded dementia-friendly within the AONB and enabled a framework for mitigation improvements to accessible greenspaces. The project is working and compensation where residual significant impacts with Public Health Dorset to improve both the evidence and remain at the approval of certain proposals. The two key narrative for using our natural environment to improve the health examples of compensation for landscape impacts are the and wellbeing of residents and mitigate the impact of growing Page 187 Page Weymouth Relief Road Environment Fund (£200,000 numbers of people living with dementia on the Dorset health and which enabled greater investment – see below) and the care system, as part of Dorset’s “prevention at Scale” portfolio. Wytch Farm Landscape and Access Enhancement Fund (£1.7M currently being disbursed to positive projects). • Sustainable Development Fund: nearly £100k from the AONB Partnership’s small grants fund went to 59 projects with a total • The South Dorset Ridgeway Landscape Partnership was value of nearly £500,000. Each project was conceived in the a wide-ranging 5-year programme of work substantially community or among wider partners. The fund remains popular. funded by Heritage Lottery Fund, matched by compensation funds from the Weymouth Relief Road construction. This landscape area is nationally important for its concentration of prehistoric monuments, and the programme enabled the survey of 410 monuments (and subsequent restoration of 25) alongside further built heritage restoration, natural heritage conservation, celebration, interpretation, education and skills development. In all over 28,000 hours of volunteer time were committed, 10,600 schoolchildren were engaged in Ridgeway- related learning, 500 metres of stone walls were rebuilt and tens of hectares of priority habitat were improved. • Wild Purbeck Nature Improvement Area: one of the initial 12 NIAs following the Lawton Review, a suite of conservation, awareness and engagement projects received funding support from Natural England which led to a step-change in delivery. In an area in which there is a long history of effective partnership working, this landscape-scale approach helped ‘fast forward’
20 21 Chapter 4
4. KEY ISSUES & OPPORTUNITIES Page 188 Page The policies at Chapter 9 provide a framework in which the following threats may be mitigated and the opportunities developed. An action plan, to be developed annually, will give detail of method and location.
CONTEXT
22 4.1 Political
Brexit Austerity National environmental This plan was prepared as negotiations While National Parks and AONBs have policy continued to remove the UK from the been cushioned to some extent, at the European Union (EU) and establish a time of writing there have been 8 years National environmental policy direction is Through this plan, a review of protected new trading relationship with it. This of consistent funding reductions to large being framed within the Government’s landscapes has been instigated which will has significant implications for the UK’s parts of the public sector, with knock-on 25-year environment plan “A green Future: make recommendations to government in rural areas and their management, effects in terms of: Our 25 Year Plan to Improve the 2019 on the purposes, funding, governance particularly regarding: • Increased competition for available Environment”. This plan has been warmly and coverage of England’s National Parks welcomed by the AONB Partnership and AONBs. A pre-existing campaign to Investment in agriculture, fisheries funds for AONB management Page 189 Page • and provides high-level support for create a National Park in Dorset and East the environment and rural • Capacity to engage in AONB environmental conservation and Devon sees this as an opportunity for communities to replace those management by local authority, enhancement. The plan underlines change. arising from Common Agricultural statutory agency staff, schools, youth the importance for much of the AONB and Fisheries Policies. These are groups, arts organisations etc. Partnership’s work. Policy direction also supports natural partially addressed in an Agriculture Reductions in public service provision • capital and the potential for innovative Bill at the time of writing. (e.g. loss of rural bus routes, fewer Actions under the following headlines are funding solutions, such as Wessex Water’s • National legislation for tourist information staff/offices). particularly relevant: Entrade which facilitates efficient spending environmental protection to • Increased wealth and health on catchment-related issues for water replace those agreed at EU level, inequality (see 4.2) • Using and managing quality improvements. to come in an Environment Bill. land sustainably Agreements for international • • Recovering nature and enhancing Related statutes are being develop within trade with the EU and beyond, the beauty of landscapes the Agriculture Bill (currently before and the potential for future • Connecting people to the Parliament) and an Environment Bill (yet cross-Channel co-operation. environment to improve to be drafted). The above, alongside the At the time of writing, it is impossible health and wellbeing Government’s Clean Growth Strategy, to predict where the threats and • Increasing resource efficiency and recognises our interdependence on the opportunities lie with any precision. The reducing pollution and waste natural environment situation will clarify over the coming • Securing clean, healthy, months and during any transition period productive and biologically- to EU withdrawal. diverse seas and oceans
24 25 4.2 4.1 Political (continued) Socio-economic
Deprivation and Ageing population National housing Local government inequality policy reorganisation Over the next ten years, the percentage of Inequalities have deepened over the Dorset residents aged 65+ is expected to At the time of writing, government policy At the time of writing Dorset’s 9 local past 8 years among the country’s grow by 1% per annum. That’s an increase supports a huge uplift in house-building. To authorities are merging to form two population. There are pockets of of 20,500 people, with a fifth of these facilitate this, government policy includes unitary authorities, to conclude in 2019. deprivation in the Dorset AONB (3,700) aged 85+. While this reflects a presumption in favour of sustainable The Dorset AONB will be entirely within and areas of low skills provision and national trends, in Dorset 28% of the development. This presents challenges to the Dorset Council area (excepting those attainment. Social mobility is low. population is aged 65+, compared with the AONB’s landscape in terms of: small areas in Devon and Somerset). This has implications for the local 18% in England & Wales. Page 190 Page This change is efficiency-driven: the new economy’s potential as well as for the • Land-take for building with associated Dorset Council will be smaller than the community’s health and wellbeing. This growing number of older people will potential impacts on the landscape sum of its original parts. Levels of obesity and other lifestyle- increase demand for health and social (its visual character as well as its related conditions are higher among care services, leading to more family component elements and overall This may present challenge to AONB those living in deprivation. members finding themselves acting function). management through reduced capacity as informal carers. In 2011 the Census • Increased nutrients being introduced and expertise across planning and identified 49,300 unpaid carers in Dorset, to sensitive river catchments. There community support services; increased an increase of 17% since 2001, with 11,400 is a need for all new developments consistency in policy application and Housing people aged 65+ living with dementia by in the Poole Harbour catchment clearer lines of communication may affordability 2025 in Dorset, it is likely that an additional to be nutrient-neutral, which may present opportunities. 3,000 carers will be needed to cope with necessitate off-setting measures According to the National Housing this increase. affecting agricultural land use and Federation, the average house price in operations. Dorset increased to £311,426 in 2018, Health and wellbeing influences - and • Increased recreational pressure from which is 13 times the average salary can be influenced by - most aspects of a growing population. While many of £24,288. Many young people and our lives including how and where we areas of the AONB are robust and those on wages associated with land live, our behaviours, our work and our afford ample opportunities for outdoor management are being effectively leisure activities. Health behaviours recreation, some are particularly priced out of the countryside. impact on both physical and mental sensitive to such disturbance. Alongside this, there is a shortage of health - and many people may be affected truly affordable and social housing. by more than one health behaviour. This national trend is exacerbated by Dorset’s desirability as a retirement, second home and holiday destination.
26 27 4.2 Socio-economical (continued)
Healthy populations live longer, are Environmental more productive and save more thus contributing to economic progress as awareness well as maintaining personal wellbeing. There has been a surge in environmental Mass extinction awareness, known recently as the Blue Water quality The AONB’s landscape and its and biodiversity Planet effect. This relates particularly to management presents opportunities issues the volume of single-use plastic now found declines for this sector of the population, for in the seas and oceans but is a gateway The AONB’s water resources are subject example by enabling, maintaining to wider engagement about the way our to significant nutrient loading from Across the planet there is a sixth mass or increasing social outdoor activity. lifestyles and consumption choices affect agriculture and sewage, both current extinction of plants and animals — the There are also opportunities for the the local and global environment. and historical (especially the Poole sixth wave of extinctions in the past conservation sector to harness a retired Alongside this, there is a continued Harbour catchment). A significant 500 million years. Currently there is population’s expertise and willingness interest in food provenance and the challenge facing the rivers, streams the most rapid rate of species die-offs for volunteering. impact of food production methods. and tidal water within the AONB and its since the loss of the dinosaurs 65 million marine setting relates to the impact of years ago. Although there is a natural nutrients and eutrophication. “background” rate of extinction (about
Page 191 Page one to five species per year), scientists The AONB management plan can estimate current species loss to be 1,000 to 10,000 times the background 4.3 support the move towards nitrogen (and other nutrient) neutrality in rate. The vast majority is related to development and efforts to reduce human impact, including climate change, Environmental inputs of nutrients from the agricultural habitat destruction and pest and disease sector and other diffuse sources of introduction. sediment and phosphate. Recent research is assigning much of the cause of globally declining invertebrate populations to changes in climate. As invertebrates are the bottom of the food Climate breakdown chain, the impacts, especially on mammals 1.5°C to 2°C. Around the world, habitats and birds, will continue to amplify more local pressures. It is likely that soil biology Since 1990, global surface temperatures are changing at an unprecedented rate, is also adversely affected with potential have warmed at a rate of about 0.15°C sea levels are rising and extreme weather impacts on soil function for sustained per decade and are projected to events are more frequent. productivity and ecological services (such increase to around 0.2°C for the next few While there are some potential local as water purification). decades. This is linked to atmospheric positives around staycationing and new Additionally, introduced or advancing concentrations of greenhouse gases agricultural crops, most local effects pests and diseases could have significant and aerosols, a significant proportion of are overwhelmingly negative including landscape effects (e.g. Ash Dieback, which originates from human industrial increased storminess with associated Hymenoscyphus fraxineus) both in terms and agricultural activity. Fundamental erosion and damage and increased of appearance and landscape function. changes in human activity are required drought/wildfire likelihood. to limit global temperature increases to
28 29 Chapter 5
PEOPLE & PLACE
5. KEY CONCEPTS WITHIN THIS Page 192 Page PLAN
The key concepts that underpin our approach to managing the AONB are sustainable development, the ecosystem approach and the landscape approach.
30 5.1 5.2 5.3 Sustainable Natural Capital & the Landscape approach Conservation and enhancement of the character and quality of the AONB landscape development ecosystem approach lie at the heart of all the chapters in this The landscape approach and an Management Plan. There are four landscape understanding of landscape character guide This Management Plan is underpinned By bringing together three core principles of management strategies that can be used: the AONB Partnership’s work. This fits well by, and contributes towards delivery of, the ecosystem approach, we can ensure that with the ecosystems approach as both the United Nations Sustainable the threats to the Dorset AONB are adapted • Conserve - for landscapes in good encourage consideration of the links between Development Goals: to or mitigated against and that the benefits condition with strong character where various elements of the landscape in their we derive from the natural environment the emphasis is on protecting the management. • No poverty (ecosystem services) are safeguarded and key characteristics of the area. Zero hunger enhanced. The principles are: Enhance - for landscapes where • The European Landscape Convention (ELC) • some features have fallen into decline. • Good health and wellbeing • The natural systems that operate promotes the protection, planning and Management should aim to reintroduce • Quality education within the AONB are complex and management of landscapes and seascapes features, improve their management • Gender equality dynamic, and their healthy functioning and reinforces the approach to landscape and remove features that detract should not be taken for granted. character assessment. In line with the • Clean water and sanitation from the overall character. • Those that live, work and visit the convention and the principles of sustainable • Affordable and clean energy Restore - for landscapes where AONB benefit from services provided development, this Management Plan uses an • • Decent work and economic growth features have been lost or are in a by the natural environment. These understanding of landscape character to help Page 193 Page Resilient infrastructure; sustainable and severe state of decline. Management • services underpin social and economic guide local activity and ensure that planning inclusive industrialisation; innovation should aim to repair and re-establish wellbeing and have a value – both decisions and management practices characteristic features. • Reduced inequalities monetary and non-monetary. conserve and enhance the distinct character Create - for landscapes where condition • Sustainable cities and communities • Those that benefit from the services and quality of the AONB’s landscapes. • is poor and character weak beyond • Responsible consumption provided by the AONB and those who repair. Management should consider and production are involved in the management of them Using landscape creation of a new landscape. • Climate action should play a central role in making as a guide • Conserve and sustainably use the decisions about them. The ELC applies to all landscapes; it includes In taking forward these approaches, AONB oceans, seas and marine resources Natural and cultural capital and their relation open countryside and urban areas, as well management tends to focus on large or • Life on land to natural beauty is more fully discussed in as the coastal and marine environment. ‘landscape scale’ initiatives rather than small • Peace justice and strong institutions Chapter 8. Landscape character assessment recognises sites. Initiatives also tend to be integrated to • Partnerships for the goals the holistic nature of the landscape, defined include many different interests. Using the Ecosystem Approach means that as “part of the land, as perceived by local decisions and management practices the Dorset AONB Partnership is helping people or visitors, which evolves through time conserve and enhance the distinct character deliver the aspirations of Biodiversity 2020, as a result of being acted upon by natural and quality of the AONB’s landscapes. the Government’s commitment to the forces and human beings.” Landscape delivery of the Aichi Biodiversity Targets character goes beyond landscape and scenic under the Convention on Biological Diversity. beauty - it is about the interaction of people The mission for Biodiversity 2020 is “to halt and place over time, encompassing a suite overall biodiversity loss, support healthy of perceptual and aesthetic qualities and well-functioning ecosystems and establish historical, cultural, ecological and economic coherent ecological networks, with more and aspects. better places for nature for the benefit of wildlife and people”.
32 33 THE NEXT CHAPTERS
The following 3 chapters take differing but related approaches to describing the landscape assets of the Dorset AONB. Page 194 Page Chapter 6 Statement of Significance describes the area’s Special Qualities: landscape elements which make the Dorset AONB particularly special and underpin its natural beauty.
Chapter 7 describes the AONB’s landscape and seascape character, based on assessments following a generally standard methodology. This outlines the characteristics of individual sub-compartments of the AONB, more fully described in the AONB Landscape Character Assessment 2018.
Chapter 8 describes what Natural Capital is and how that concept can be applied to the elements of the AONB’s landscape.
35 Chapter 6
6. STATEMENT OF SIGNIFICANCE
AONBs are designated for their outstanding natural beauty. Natural beauty goes beyond the visual appearance of the landscape, including flora, fauna, geological and physiographical features, manmade, historic and cultural associations and our sensory perceptions of it. The
Page 195 Page combination of these factors in each area gives a unique sense of place and helps underpin our quality of life. NATURAL
The natural beauty of this AONB BEAUTY is described in a suite of special qualities that together make it unique and outstanding, underpinning its designation as a nationally important protected landscape. These are the elements we need to conserve and enhance for the future and they should be considered in all decisions affecting the AONB. This Statement of Significance is based on the 1993 Assessment of the Dorset AONB produced by the Countryside Commission.
The special qualities of the Dorset AONB are...
36 6.1 6.1.1 Contrast and diversity – a Landscape character
microcosm of England’s finest The area’s diverse landform and striking changes in topography are landscapes… dictated by the AONB’s varied geology, upon which subsequent erosion has occurred. This ‘land-shape’ has then been inhabited, built upon and in The AONB is much more than one fine landscape – it is a collection of fine some places modified by several thousand years of population. landscapes, each with its own characteristics and sense of place, including different landforms, soils and wildlife habitats. Contrasting and complex Landscape and natural beauty geology gives rise to the chalk downland, limestone country, greensand ridges and clay vales that occur in the Dorset AONB; they are often closely Landscape is a framework which encompasses geological, hydrological, juxtaposed to create striking sequences of beautiful countryside that are biological, anthropological and perceptual qualities. The Dorset AONB’s unique in Britain. The transitions between the component landscapes of Landscape Character Assessment describes these features and qualities the mosaic are often particularly attractive, with strong contrasts in some in more detail, by subdividing the area into character types and character areas and a gentle transition of character in others. areas.
The 196 Page ridge tops of and chalk escarpments add an extra dimension to the Running throughout each character area are qualities that make the AONB Dorset AONB landscape by providing stark contrasts of landform that inspiring and special, such as the sense of tranquillity and remoteness serve to increase and emphasise its diversity. These areas of higher ground and sweeping views across diverse landscapes. The variety of landscape also allow the observer uninterrupted panoramic views to appreciate the types found within the area is a defining feature of the AONB underpinned complex pattern and textures of the surrounding landscapes. by diverse geology, with dramatic changes from high chalk and greensand ridges to low undulating vales or open heaths. It is often the transition from Nowhere is the contrast and diversity of this rich assemblage of one landscape type to another that creates drama and scenic quality. landscapes more graphically illustrated than in the Isle of Purbeck. At the local level, individual landmark features and boundaries add to Here, many of the characteristic landscapes of the Dorset AONB are character. represented on a miniature scale to create scenery of spectacular beauty and contrasts, which mirrors that of the whole AONB. Under this aspect of the AONB’s special qualities and natural beauty, however, the main consideration is for the characteristics and qualities Within this overall context, there are numerous individual landmarks, such of the landscape, such as the undeveloped rural character, tranquillity as hilltop earthworks, monuments and tree clumps that help to contribute and remoteness, dark night skies and panoramic views. Through the main an individuality and sense of place at a local scale. modes of interaction with the place, this plan considers some of the broad issues that can affect them. Landscape character and condition are more In addition to its outstanding scenic qualities, the AONB retains a sense fully described in Chapter 7. of tranquillity and remoteness that is an integral part of these landscapes. It retains dark night skies and an undeveloped rural character. The AONB’s Landscape Character Assessment, ‘Conserving Character’, adds further understanding of the contrast and diversity of the AONB landscapes and their management requirements.
38 39 6.2 Wildlife of national and international significance… Biodiversity and natural beauty The contrast and diversity of the AONB is reflected in its wildlife. The range of habitats and associated species is unusually rich, including 83% of all Biodiversity is a fundamental element of natural beauty. The AONB’s British mammal species, 48% of bird species and 70% of butterfly species. wealth of wildlife, from the common and widespread to the globally The UK’s richest grid squares for vascular plants and mammals are both rare, is one of the outstanding qualities that underpin its designation. found in the Dorset AONB. The AONB’s southern location and relatively The biodiversity of the AONB is shaped by the underlying geology and warm climate make it hospitable to many species unable to survive its influence on soils and hydrology. It is also influenced by the social, further north and home to species new to Britain, naturally expanding cultural and economic activities of past and present land use, which their ranges with the changing climate. The AONB includes many areas of biodiversity supports by providing resources such as food, timber, international significance, including Poole Harbour and the Fleet which are clean water and crop pollination amongst others. Biodiversity key sites for breeding and overwintering birds, lowland heath areas in the also provides us with opportunities for recreation, relaxation and east, calcareous grasslands in the Cerne and Sydling Valleys and Purbeck inspiration and a range of associated tourism opportunities. Coast, ancient woodlands at Bracketts Coppice and the West Dorset alder woods, and important cliff and maritime habitats along significant Dorset is particularly rich in some habitats and species. For example, sections of the coast. Two marine SACs are adjacent to significant lengths lowland heathland and the characteristic species associated with of the AONB’s coastline; there are two candidate marine SPAs and three it form a recognisable landscape across southern England, but in Marine 197 Page Conservation zones adjacent to the AONB boundary. Further Dorset there is a concentration of species such as sand lizards and coastal and marine areas are proposed for protection. smooth snakes that do not occur in such numbers anywhere else in the country. The same could be said of the coastal habitats of Many other areas are important at the national level and are supported by Poole Harbour and the Fleet within the boundary and the marine a large number of locally significant sites. SACs on its southern boundary. Since 1945, the landscape has changed markedly in response to changes in economic, agricultural The quality of the wider AONB landscape offers high potential to rebuild and forestry policies. For example, some of our most cherished extensive mosaics of wildlife habitat and to improve the linkages between wildlife areas have become degraded over time through habitat loss them. and fragmentation associated with agricultural intensification and increasing development pressures. Current and future pressures and competing land uses will continue to have impacts, including
6.2.1 agricultural policy, climate change, invasive species (new pests and Biodiversity diseases).
Biodiversity is the variety of all life on Earth. It includes all species A step-change in our approach to nature conservation is required to of animals and plants, and the natural systems that support them. ensure that natural systems are repaired and rebuilt, creating a more Biodiversity matters because it supports the vital services we get from resilient natural environment for the benefit of wildlife and ourselves. the natural environment. It contributes to our economy, our health and “Biodiversity 2020”, Defra’s strategy for England’s wildlife and wellbeing and it enriches our lives. Dorset has an exceptional wealth of ecosystem services, will guide this step change, in conjunction with biodiversity and this plan addresses the issues and opportunities for the local data on functioning ecological networks and habitat restoration species, habitats and natural systems in the Dorset AONB. There has been opportunities. a long history of partnership working to deliver biodiversity conservation in the county, and this plan seeks to complement this.
40 41 Nature conservation designations Description of the resource
The Dorset AONB encompasses a breadth of • 646 Sites of Nature Conservation Interest biodiversity – chalk and limestone grassland (SNCIs) covering nearly 5.5% of the AONB. which is found across the AONB and along the • 1,581 hectares of Ancient Semi- coast; lowland heathland concentrated in the Natural Woodland. eastern part of the AONB; ancient meadows and • Five Local Nature Reserves (LNRs). These woodlands scattered throughout; the coastal are for people and wildlife, their designation habitats of Poole Harbour and the Fleet; and reflecting the special value of wildlife and maritime coast and cliff along much of the greenspaces to a local community: Jellyfields, Jurassic Coast. This is reflected through a Walditch, Bothenhampton Nature Reserve, number of nature conservation designations: Hilfield Hill and
Woolland Hill. • Three Ramsar Sites; wetlands of global importance: Chesil Beach and the Fleet, The AONB includes 25 of the 65 England Priority Poole Harbour and Dorset Heaths. Terrestrial and Maritime Habitats, along with 281 Nine Special Areas of Conservation (SACs) • of the 639 Priority Species, including early gentian, of international importance for habitats and southern damselfly, Bechstein’s bat, marsh Page 198 Page species: Cerne and Sydling Downs; West fritillary, sand lizard and nightjar. The majority Dorset Alder Woods; Brackett’s Coppice; of the land-based habitats are under agricultural Chesil and the Fleet; Dorset Heaths (Purbeck or forestry management and in private ownership. and Wareham) and Studland Dunes; Dorset Heaths; Isle of Portland to Studland Much of the biodiversity is linked to a range of Cliffs; St. Aldhelm’s Head to Durlston habitats across the AONB, which, whilst previously Head; and Sidmouth to West Bay. much more extensive, remain as a core of Key • Three Special Protection Areas (SPAs) of high biodiversity and the basis of a functioning AONB boundary international importance for birds: Poole ecological network. Strengthening the network Harbour; Dorset Heathlands; and Chesil and Special Protections Areas (SPA) will enable the landscape to tolerate the Fleet. Together, SACs and SPAs form a environmental change and will also greatly Special Areas of Conservation (SAC) network of ‘Natura 2000’ sites - European contribute to the aesthetic quality. Hedges, Site of Special Scientific Interest (SSSI) sites of the highest value for rare, endangered stone walls, streams, ancient trees, copses, or vulnerable habitats and species. Site of Nature Conservation Interest (SNCI) rough grassland, scrub, small quarries, ponds, • Nine National Nature Reserves (NNRs) fallow fields and uncultivated margins; all these lie wholly within the AONB: Stoborough are valuable assets to the AONB’s biodiversity, Heath, Hartland Moor, Studland and landscape character and cultural heritage. Godlingtsone Heath, Arne Reedbeds, Hambledon Hill, Hog Cliff, Horn Park Quarry, Durlston and the Valley of the Stones. • 67 Sites of Special Scientific Interest (SSSIs), of national importance for their wildlife and/ or geological interest, which cover 7% of the AONB.
42 43 6.3 A living textbook and historical record of rural England…
The Dorset AONB boasts an unrivalled expression Industrial activity has also left its mark. Examples of the interaction of geology, human influence and of our industrial heritage include traditional stone natural processes in the landscape. quarrying in Purbeck, and the thousand-year-old In particular, the Dorset AONB has an exceptional rope industry around Bridport which have shaped undeveloped coastline, renowned for its the landscape, local architecture and town design. spectacular scenery, geological and ecological interest and unique coastal features including Chesil Beach and the Fleet Lagoon, Lulworth Cove and the Fossil Forest, Durdle Door and Old Harry Rocks. The unique sequential nature of the rock formations along the Dorset and East Devon’s Jurassic Coast tells the story of 185 million years of earth history. The significance and value of this to our understanding of evolution is reflected Page 199 Page in the designation of the coast as a World Heritage Site. The dynamic nature of the coast means that it is constantly changing and new geological discoveries are constantly being made, emphasising the importance of natural coastal processes.
With relatively little large-scale development, the Dorset AONB retains a strong sense of continuity with the past, supporting a rich historic and built heritage. This is expressed throughout the landscape, as generations have successively shaped the area. It can be seen in field and settlement patterns and their associated hedges, banks and stone walls, the wealth of listed historic buildings and the multitude of archaeological sites and features. The South Dorset Ridgeway is a fine example of this, with a concentration of prehistoric barrows and henges to rival that at Stonehenge and Avebury giving a focus to this ancient landscape.
44 6.3.1 Geodiversity Solid Geology in the Dorset AONB
Geodiversity can be defined as the variety of that make up the character and distinctiveness geological processes that make and move those of the landscape. Dorset has an extremely rich landscapes, rocks, minerals, fossils and soils which geodiversity, most notably recognised through provide the framework for life on Earth. the designation of the coast as part of England’s first natural World Heritage Site (WHS). The The geology of the Dorset AONB spans some Dorset and East Devon Coast WHS was selected 200 million years of Earth history. Much of West for its unique exposure of a sequential record Dorset is formed from Jurassic sediments that through Triassic, Jurassic and Cretaceous periods; record changing marine conditions and contain this diversity is reflected throughout the Dorset an exceptional fossil record. Cretaceous chalk AONB. The network of inland geological and and sands lie across the central swathe of the geomorphological sites represents a valuable but AONB covering the Jurassic beds. In the east less well-known scientific record of the geology more recent deposits from the Cenozoic – sands, and environmental history of the area and often gravels and clays – overlie the Cretaceous rocks, link to the local stone industry. giving rise to important heathland habitats. In addition to the geology and fossils, the Dorset Geodiversity contributes to the cultural life of coast is renowned for its geomorphology and the AONB: the Jurassic Coast is a key part of the Page 200 Page active erosion processes. Key sites and features AONB’s ‘living textbook’ special quality, and the include Chesil Beach, one of the world’s finest qualities of stone for building have long influenced barrier beaches; West Dorset’s coastal landslides; the area’s villages, towns and field boundaries. Horn Park Quarry National Nature Reserve; the fossil forest and dinosaur footprints in Purbeck Key and the Weymouth anticline and the Purbeck monocline structures. Palaeogene Jurassic
G4 Bracklesham & Barton groups; J7 Portland Group Many of the rocks and mineral resources are Bagshot Formation J6 Kimmeridge Clay Formation important for the extraction industries; the variety G3 Thames Group of building stones found in the AONB is a major J5 Corallian Group
contributor to the local distinctiveness of our Cretaceous J4 Kellaways & Oxford Clay Formations settlements. K5 & K6 Chalk Group J3 Great Oolite Group
K4 Gault & UpperGreensand J2 Inferior Oolite Group Geodiversity and natural K3 Lower Greensand Group J1 Lias Group beauty K2 Wealden Group
Geodiversity underpins the natural beauty K1 Purbeck Group for which the AONB is designated. The diverse underlying geology and geological/ geomorphological (i.e. landform-related) processes are intrinsic to ecosystem service delivery, influencing soils and hydrology, wildlife habitats, landform, land use and architecture
46 47 6.3.2 Coast & Sea
The AONB includes approximately 120 miles of Coast, sea and natural coastline, much of which is covered by nature conservation designations. Key marine habitats beauty in the AONB are at Chesil Beach and the Fleet, which is the UK’s largest tidal lagoon and a There are unique qualities and challenges marine Special Area of Conservation (SAC); associated with the coast and marine Poole Harbour, the UK’s largest lowland natural environments and activities both within and harbour and a Special Protection Area (SPA) for integrally linked to the Dorset AONB. While there birds; Kimmeridge where there is a voluntary is considerable cross over with other special marine reserve and the subtidal rocky reefs qualities in relation to wildlife, geodiversity, adjacent to the coast between Swanage and heritage, access and local products, the nature of Portland which have been designated as Marine the AONB’s coast merits a specific consideration. SACs. Many important wildlife species depend The coast and marine environments of the on both marine and terrestrial habitats for their AONB are among its most popular and defining survival, emphasising the need for integrated characteristics. Our unique World Heritage Site management. is globally significant, but also one of the most dynamic and changing parts of the AONB. Page 201 Page Being a coastal AONB, Dorset also supports a range of maritime industries and a rich coastal Over half of Poole Harbour lies within the AONB and marine heritage. The main ports along boundary and habitats along the coast are the coast are at Poole and Portland, both just particularly special due to the maritime influence. outside the AONB boundary. Fishing harbours Much of the coastline is within the Dorset and East and anchorages that support the inshore fishing Devon World Heritage Site; the AONB designation community are located at Lyme, West Bay, provides the statutory landscape protection for Weymouth, Lulworth, Kimmeridge and Chapman’s its setting and presentation. There are also two Pool. Coastal resorts provide a link between land Heritage Coasts within the AONB – West Dorset and sea where people live, come to visit and and Purbeck. Heritage Coasts are stretches of carry out the increasing trend of water-based largely undeveloped coastline of exceptional or recreation. The South West Coast Path National very good scenic quality. While not a statutory Trail (to be succeeded by the England Coast Path) designation, they are a material consideration is a significant recreational resource. in planning terms and are defined with the aim of protecting their special qualities from The AONB’s coastline also has significant marine development and other pressures. Their statutory archaeology (see 6.3.3). protection is delivered through the AONB designation where they overlap.
48 6.3.3 Historic & built environment Historic and built environment conservation designations The Dorset AONB has an exceptional wealth of heritage, in particular nationally important seabed. Of these, three are protected wrecks and prehistoric features that reveal the evolution of there are 7 sites designated under the Protection the landscape and human history during this of Military Remains Act (of only 56 such sites in period. Its transport, settlement patterns and British waters). administrative boundaries have Roman and Saxon origins and its villages and hamlets contain Archaeology is under-recorded in the AONB, both fine historic churches and houses. Underpinned for specific features, such as historic agricultural by a complex and diverse geology, the AONB buildings and rural industries, and geographically, contains a wealth of traditional building materials such as the vales in the west of the area. that have helped develop a unique sense of Woodland archaeology is also under-recorded, place and time depth to our villages and towns. both in terms of archaeology beneath woodlands The settlement patterns are constrained by the which is hard to survey and archaeology relating to surrounding landscape and, along with a range past woodland management, such as sawpits and of rural industries such as coppicing and water wood banks. meadows, have further strengthened the sense
of 202 Page place. Historic and built The Dorset AONB boasts some of the finest environment and natural visible archaeological remains in the country, such beauty as Maiden Castle and the extensive Neolithic / Bronze Age ceremonial landscape of the South The marks of human occupation are integral Dorset Ridgeway. Significant features span all components of the ‘natural’ landscape; a record ages, from the Neolithic to the present day, and of how people have used the environment and the are visible in the AONB’s landscape; there is even resources it provides over time. Alongside giving some evidence of earlier human activity. The an insight into the lives of previous occupiers of Dorset AONB has 547 Scheduled Monuments the landscape, they provide a sense of time depth Key totalling over 1100 ha. Also within the AONB are 18 and contribute to uniqueness in a sense of place. AONB boundary registered parks and gardens covering over 2400 ha (1 Grade I, 9 Grade II*), 17 locally important Scheduled Monuments parks and gardens, 82 conservation areas, and Registered Parks & Gardens nearly 4000 listed buildings (113 Grade I, 2221 Grade II*). Conservation Areas
Protected Wrecks The Dorset AONB also has one of the highest proportions of listed buildings in the country, many of which are thatched, lending a local distinctiveness to most of its settlements. Offshore, there are 1,727 reported shipwrecks between Lyme Regis and the mouth of Poole Harbour, 270 of which have been located on the
50 51 6.4 work in St Paul’s Cathedral and Blenheim Palace by Sir James Thornhill. High profile architectural advances continue at Hooke Park promote A rich legacy of cultural contemporary use of natural materials derived from the AONB associations… landscape.
Over the centuries, Dorset’s landscapes have inspired poets, authors, The Dorset landscape continues to attract artists, writers and scientists and artists, many of whom have left a rich legacy of cultural musicians to visit and live, with over 3% employment in the creative associations. The best known of these is Thomas Hardy whose industries in Dorset. The landscape provides inspiration and a wonderfully evocative descriptions bring an extra dimension and depth of backdrop for renowned artists and cultural organisations including PJ understanding to our appreciation of the Dorset landscape. Other literary Harvey, Cape Farewell, Common Ground and John Makepeace. Over figures inspired by Dorset’s landscapes include William Barnes, Jane 600 artists open their studios during Dorset Art Weeks with Purbeck Austen, John Fowles and Kenneth Allsop. Turner, Constable and Paul Nash Art Weeks and other open studio events also very popular. There are are just a few of the many artists associated with Dorset, while Gustav also 7 National Portfolio Organisations funded by the Arts Council in Holst captured the character of the Dorset heathlands in his work ‘Egdon Dorset (Activate, Artsreach, Bridport Art Centre, B-Side, Diverse City, Heath’. Such cultural associations past, present and future, offer a source Dorchester Arts and Walford Mill) which form a backbone for visual of inspiration to us all and may help develop new ways of understanding art and performance activity and strive to provide a rich cultural and managing the AONB. programme for people who live, work and visit the AONB. They have exemplary experience of delivering high quality engaging arts project in 6.4.1 the landscape, and these organisations and artists represent a network for partnership projects between artists, producers and the AONB.
Cultural 203 Page landscape Cultural landscape and natural beauty Dorset AONB’s landscape quality has inspired numerous renowned visual artists who lived or visited the area in the past. It was in the 19th century The rich legacy of landscape-inspired work by writers, artists and with new connections by rail that Dorset began to attract a wealth of musicians of the past has been recognised as one of the special artistic talent with JMW Turner and John Constable visiting. Into the 20th qualities of the Dorset AONB. The work created by these nationally and century Paul Nash and members of the Bloomsbury group were amongst internationally renowned figures not only depict landscapes of the past those producing an abundance of work during this time. There remains but help us understand more about how people lived and how both a strong body of visual art representing the landscape; the distinctive landscape and lives have changed over time. topography and structure of the landscape unifying very diverse styles of representation as it did with past artists. Artistic responses to landscape also help us interact with and be sensitive towards natural beauty in ways which scientific, reductive There is also a rich heritage of writing inspired by the landscape. Perhaps approaches cannot. It is essential that this experiential element of the best known is the work of Thomas Hardy, who embedded the landscape is recognised, and access to it is enhanced for the benefits landscape deeply in his work not only depicting its qualities but also how it can bring to people’s lives. The creative exploration of place, through it shaped the lives of people who lived here. Reverend William Barnes also music, painting, written and spoken word, and dance opens up the captured the essence of the Dorset landscape and dialect in his works, as experience of landscape beyond the world of science and policy well as the traditions of rural life. Other writers include Jane Austin, Daniel and helps us better understand our place in the world. With better Defoe, John Fowles and Kenneth Allsop. understanding comes better choices and better stewardship; the basis of a more sustainable future. Musical inspiration can be heard in the work of Gustav Holst in his Egdon Heath work and music was a central part of rural life – Thomas Hardy took part in the West Gallery musical tradition here. Materials from the AONB landscape have made a significant contribution to artistic work around the world. For example, Purbeck stone was crafted into celebrated decorative
52 53 Chapter 7
SENSE OF 7. LANDSCAPE PLACE & SEASCAPE
Page 204 Page CHARACTER
The AONB’s special landscapes and seascapes are described by character areas, each with a coherent sense of place. Understanding the landscape as a set of individual areas helps tailor action and gives focus to areas of need.
54 7.1 The Dorset AONB landscape character assessment identifies 14 landscape types, such as open chalk downland, clay vales, limestone National Character Areas hills and rolling wooded pasture. These landscape types share common combinations of geology, topography, vegetation and human influence At a national level, England is divided into 159 National Character Areas but are not specific to a particular location. The landscape character (NCAs), large areas that share similar landscape characteristics. The assessment breaks these landscape types into individual and unique Dorset AONB covers NCAs 136 South Purbeck and 139 Marshwood and geographical areas called landscape character areas, such as the Upper Powerstock Vales in their entirety, and a significant area of 134 Dorset Piddle Valley or Marshwood Vale. The assessment identifies 35 landscape Downs and Cranborne Chase and 138 Weymouth Lowlands. Towards the character areas in the AONB. boundary, the designation overlaps smaller areas of 133 Blackmoor Vale and the Vale of Wardour, 135 Dorset Heaths, 140 Yeovil Scarplands and 147 The character and quality of the land and sea interface is an important Blackdowns. aspect of the AONB, however the coastline is constantly changing, subject to powerful coastal and hydrological processes. The Dorset Coast Natural England has authored the NCA profiles; each has a description Landscape and Seascape Assessment is a valuable tool, promoting an of the natural and cultural features that shape the landscape and outline integrated approach to decision making in this transitional area. The the ecosystem services it provides and the key drivers for change. These assessment reflects the terrestrial landscape character types identified inform Statements of Environmental Opportunity (SEOs) designed to in Conserving Character, plus it identifies 11 seascape character types of achieve sustainable growth and a more secure environmental future. The coast and sea. NCA profiles can be viewed at www.gov.uk It is important to identify and recognise the landscape and seascape
Page 205 Page character types/areas that lie outside the AONB boundary as they 7.2 contribute to the setting of the AONB. Dorset AONB Landscape and Seascape Character Assessment
A Landscape Character Assessment for the Dorset AONB – Conserving Character – was published in 2008 and revised in 2018 (available at www. dorsetaonb.org.uk). The Dorset Coast Landscape & Seascape Character Assessment was published in September 2010 (also available via the Dorset AONB website).
These documents provide an understanding of: • The qualities and features that make the landscape/seascape special • How these features combine in different ways in different places to give each area its own unique character • The strength and condition of these features and how they are changing.
In this section we have summarised the key characteristics of the different landscape and seascape types. This provides a spatial framework for AONB management.
56 57 Chalk Downland generally have a settled rural character with 7.3 coastal influences. A patchwork of rolling pastures The open chalk uplands of the and scattered woodlands have been shaped by Landscape character types Chaldon Downs, Dorchester centuries of woodland clearance and agricultural Downs and South Dorset Downs improvement. Small farmsteads and nucleated The following descriptions give a summary of the character form significant areas of the villages with landmark churches are dotted or the key characteristics of the landscape and the seascape AONB. They are the AONB’s throughout the landscape. types that are within or contiguous with the AONB boundary largest-scale landscapes of simple, rolling open as they contribute to the setting of the AONB. hills and dry valleys with large agricultural estates Lowland Heathland mainly under arable production. Partly circled by a narrow face of steep escarpments, the open The internationally important uplands provide the setting for a series of intimate lowland heathland landscape chalk river valleys. There are strong cultural of the South Purbeck Heaths, associations with Thomas Hardy. similar to many other heathland Map of Landscape Type landscapes around the Poole (by colour); individual Landscape Character Areas are labelled Chalk Ridge / Escarpment Basin, is a complex and diverse mosaic of open dry and wet heath and wooded scrubby heath. The North, West and South A range of land uses affect condition, with Escarpments and the Purbeck the fragile heaths under constant pressures. Ridge form dramatic backdrops Remaining heathland patches, many of which to, and give views of, much of are internationally important habitats, are the surrounding AONB. With an fragmented by significant conifer plantations, with
Page 206 Page undeveloped and open character, this landscape a variety of land uses including mineral extraction type with its steep sides supports important and planned farms. patches of chalk grasslands and hanging woodlands. Valley Pasture Chalk Valley & Downland The valley pasture landscape type is found along the Rivers The distinctive, secluded chalk Stour and Frome, formed from valleys of the AONB drain alluvial deposits. They have wide, the surrounding open chalk open meandering floodplains downlands. Flowing southwards that historically support transport routes and into the larger Stour, Piddle and market towns around the fringes. A series of wet Frome rivers, each valley has its own unique woodlands, large pastures and water meadows character and sense of place, with a diversity are typical of this landscape type. of important habitats and cultural features. With traces of old water meadows, distinctive Landscape type Limestone Plateau church spires, country houses and characteristic Chalk Ridge/Escarpment Open Chalk Downland The Purbeck Plateau is the settlements of stone, brick and flint, the chalk Calk Valley & Downland Ridge & Vale valleys display a rich rural cultural heritage. only limestone plateau in Dorset. It has a simple but Clay Vale Rolling Wooden Pasture Clay Valley striking character represented Clay Valley Shingle Beach by its exposed and treeless The sweeping landscapes of the Coastal Grassland Tidal Water appearance. A long tradition of Kimmeridge Coast, Corfe, and Limestone Hills Undulating River Valley stone extraction has left its mark, shaping a near Bride Valleys each have a unique Limestone Plateau Valley Pasture continuous network of stone walls, extraction identity. Enclosed by surrounding routes and small quarries dotted across the area. Lowland Heathland Wooded Hlls escarpments and ridges, they Limestone villages and open grasslands add to the
58 character of this distinct landscape type. 59 Ridge & Vale Wooded Hills The ridge and vale landscape Significant areas of the type covers two character western end of the AONB areas to the east and west of form the intimate wooded hills Weymouth. Backed by the South landscape type, with several Dorset Escarpment, these types clusters of conical shaped hills are characterised by low lying limestone ridges formed around the Marshwood Vale. Typically, running east to west, with undulating clay vales of woodland is found on the valley sides with a mixed farming and nucleated villages. network of dense hedgerows, holloways, winding Rolling Wooded Pasture lanes and small clustered settlements dotted throughout the pastoral landscape. The market The rolling wooded pasture and coastal towns in and around the area support landscape type is found around a long tradition of artistic interpretation of the the margins of the Dorset Heaths. landscape and local cultural traditions. Although land cover varies, the areas are unified by remnant Limestone Hills heathy patches within a well wooded landscape of pastures and dense hedgerows, shaping an Although found elsewhere intimate and rural landscape. Rempstone has a around the northern part of the county, the only limestone hill more 207 Page agricultural character; towards Lulworth the area has strong parkland character. landscape within the AONB is found at Melbury Park. Much of Coastal Grassland the area is dominated by the designed parkland at Melbury with its distinctive, sweeping landscape. Coastal grasslands as habitat are Elsewhere, a series of low, rounded limestone hills found along much of the immediate with dense wooded sides contrast to the broad, coastline. It becomes a landscape clay valleys of pastures, arable fields, winding lanes type where the characteristic and springs. coarse grasses, exposed by the full force of the coast, are backed by the southern Undulating River Valley escarpment and divide it from the inland landscapes. A lack of development and the sweeping coastal The undulating river valleys of views underpin a natural appearance. the Brit and Axe are centred on the floodplains and associated Clay Vale surrounding branching valleys and undulating hills. They have a The clay vale landscape type diverse character ranging from open countryside is represented by the intimate to market towns and villages dotted along the and rural Marshwood, Halstock upper terraces. Characteristic features include and Blackmore Vales. They have damp pastures, linear wet woodlands along the predominantly small pastoral valley floor with small broadleaved woodlands fields with trimmed hedgerows and hedgerow dotted around the surrounding hills. oaks, patterns of medieval settlement and clearance and a long tradition of dairy farming. Scattered farmsteads underpin the largely undeveloped and tranquil character.
60 7.4 7.5 also provide significant panoramic viewpoints. Two Ridge & Vale and two Open Chalk Downland They are generally un-vegetated with ledges Landscape condition landscape character areas showing declining Transition to the sea: important for nesting seabirds. While still mobile, Each landscape character area has been quality are to see improvement through the character types in comparison to the slumped cliffs seascape assessed in 2018 for its condition and the National Grid’s priorities for investment from type they are more stable and resistant to erosion. direction of travel. This assessment helps to National Grid’s project to put underground 8km Sandy Beaches They are also an important cliff type within the prioritise action geographically. More detail of high voltage transmission lines. They are also Jurassic Coast World Heritage Site. These predominantly sandy can be found in the Dorset AONB Landscape candidates for investment from the National beaches are generally not Character Assessment. Grid’s related Landscape Enhancement Fund, Intertidal Rock Ledges associated with extensive aimed at improving landscape character around These horizontal rock ledges sand dune systems, except Application of the Management and Planning transmission lines that are to remain. within the intertidal zone include at Studland. They are Guidelines for each character type in the loose rocks and boulders and important recreational beaches, have warm sea Landscape Character Area will help address The declining Brit Valley character area and the experience varying levels of temperatures and are important for marine and character weaknesses and reverse declining neighbouring Marshwood Vale are where the inundation depending on tides coastal biodiversity. Coastal defences are present quality. These are particularly supported by the AONB Partnership is developing a new landscape- and location. They often include important on some beaches. Dorset AONB Partnership through the following scale multi-objective conservation project. intertidal habitats and are frequently in remote, activity: This project requires new external funds. Shingle Beaches and Spits inaccessible locations. Chesil Beach is an impressive Natural Harbour example of this type due to its Map of Landscape Condition This is the type for Poole Harbour height and extent and is a unique (the world’s largest natural feature on the Dorset coast.
Page 208 Page harbour), the majority of which lies These areas have large, often within the AONB boundary. With raised shingle beaches and spits. Dominated by a distinctive mix of tidal mudflats, shingle, the grain size varies from very fine to large marshland, reed bed, open water and shingle shingle and sometimes mixed with sand. They are bank it has indented and shallow shorelines to the often important for protection of cliff bases. harbour which resemble large lakes. Characterised Slumped Cliffs by a large scale, open, tranquil and generally unspoilt landscape it is of significant conservation These are softer rock cliffs, value and offers important vistas and views of susceptible to erosion and historic and cultural importance. landslips although may be stable for long periods. The softer Saline Lagoon substrate provides habitat for The Fleet is the tidal water colonisation of cliffs with vegetation over time. impounded by Chesil Bank; open Beaches, usually shingle, protect cliff bases. to the sea through Portland Significant fossils are often present and they are Harbour. Described as the an important cliff type within the Jurassic Coast finest example of a lagoon World Heritage Site. of its type, it includes a distinctive mix of tidal Key Hard Rock Cliffs mudflats, marshland, reed bed, open water and shingle bank, has an indented and shallow Landscape condition Direction of change These hard cliffs are variously shoreline and is of a large scale: open, tranquil Good Improving made of sandstone, chalk and generally unspoilt. As with Poole Harbour, it or limestone with vertical or Moderate-good Stable is internationally important for wildlife and has near vertical faces and ledges. Moderate Stable-declining important vistas and views of historic and cultural They are often dramatic, Moderate-weak Declining importance particularly related to Abbotsbury with pinnacles and pillars, and are often highly and the ancient Swannery. visible from long distances - conversely, they 62 63 Chapter 8
8. NATURAL CAPITAL
The natural capital approach Page 209 Page helps us understand how nature and natural systems support human health and wellbeing. LIFE SUPPORT 8.1 as ‘ecosystem services’, all critical to maintaining human health and Why this is relevant to the Dorset wellbeing. They are categorised into four: AONB • Provisioning services: the products we gain and use from the AONB, such as food, energy, and water. Natural capital and the elements of natural beauty have a natural overlap: • Regulating services: a well-functioning landscape helps largely they are ways of categorising the landscape and some of the purify air and water, alleviate flooding, and pollination. benefits we derive from it. • Cultural services: non-material benefits derived from interaction with the AONB, such as inspiration, education Understanding natural capital underlines the AONB commitment to and spiritual connection. delivering the Government’s ‘Biodiversity 2020 A Strategy for England’s • Supporting services: the foundations for all other services – primary Wildlife and Ecosystem Services’. This identifies a series of ‘desired production, the formation of soil, nutrient cycling and water cycling. outcomes’ including that “by 2020, at least 17% of land and inland water, especially areas of particular importance for biodiversity and ecosystem Some ecosystem services have related economic markets, some do not. services, [will be] conserved through effective, integrated and joined up Those that don’t can be considered public goods (see 8.4). approaches to safeguard biodiversity and ecosystem services including
through management of our existing systems of protected areas and the establishment of nature improvement areas.” 8.3 Natural capital and valuation 8.2 210 Page Definitions Using the natural capital concept’s division of assets and flows, a monetary value can be placed on some elements of the natural system. For instance, an experimental Defra pilot study for the Dorset AONB, reporting Many of the elements which make up the natural beauty of the Dorset in 2015, calculated that the AONB’s woodlands delivered an annual value AONB can be described in terms of natural and cultural capital. Natural of over £26.7 million (2013 prices). Most of this value was calculated as capital refers to both the living (e.g. fish stocks, forests) and non-living reduced healthcare costs due to woodland-derived air quality benefits (e.g. minerals, energy resources) aspects of nature which produce value (£20.4M). While the accuracy of these figures can be disputed, they help to people, both directly and indirectly. It is this capital that underpins all to underline the importance of an ecosystem asset (‘stock’) to society. other capital in our economy and society, including cultural capital which is It is critical in undertaking any valuation exercise that intrinsic and the historic environment and cultural landscape (as described in chapter incalculable value delivered by ecosystem and cultural assets are 6). Cultural capital is increasingly being seen as a ‘missing element’ of recognised. A balanced approach to natural beauty and its conservation a purely ‘natural’ approach to this way of categorising and defining the and enhancement cannot be fully economically valued, so cannot be fairly environment. weighed against developments which would destroy or damage those ecosystem stocks in simple economic terms. Natural and cultural assets are the actual stock: living and non-living parts. From these assets we derive a flow of benefits known as ecosystem Such valuation is not a reflection of the economic impact of designation, services. Essentially, natural capital is about nature’s assets, while but this is worth consideration. A high-quality landscape (of rich natural ecosystem services relate to the goods and services derived from those and cultural heritage) delivers wide economic benefits. An economic assets. study in 2015 reported that total economic activity (annual output) within the Dorset AONB equates to around £1.65 billion: approximately a The landscape of the Dorset AONB provides a lot to those that live, work third of Dorset, Bournemouth and Poole’s economic output. In addition, and visit here, from the quantifiable benefits of fresh food and clean water the AONB’s green economy had an output of almost £200 million. The to those that are harder to define such as mental health benefits from AONB designation and the work of its partnership were also estimated to contact with the natural environment. These benefits can be defined influence around £70 million annual output. 66 67 8.4 Public goods
Some ecosystem goods and services that flow Public goods for the Dorset AONB can be from the landscape’s natural and cultural assets considered to include: have a market which rewards the producer: farming and forestry, frequently not high return • Conservation of biodiversity. enterprises, are nonetheless producing goods for • Conservation of built heritage. a functional marketplace. Likewise, wild fisheries • Maintenance of characteristic landscape for brown trout on the AONB’s chalk streams and features such as stone walls, hedges rivers have a market: fishing rights and permits and tree clumps (these will vary by are bought and sold; some of that investment is landscape character area). *Diagram returned to conserving fish stocks. • Providing clean air and water by taking to be updated
uneconomic land management However, some goods and services do not have for PB meeting on choices to reduce pollution (e.g. a fully functional marketplace. Although niche 15th November stopping fertiliser applications). markets exist for conservation grade meat products (private value), farmers who maintain • Maintaining rights of way. species-rich grasslands are not rewarded by • Providing educational access.
the 211 Page market for the external value of that work. This includes the intrinsic value of biodiversity conservation and maintaining the fabric of natural Elements of landscape beauty in the landscape. Additionally, they including natural and include maintaining populations of pollinating insects which benefit crop production elsewhere cultural capital and allowing clean water to infiltrate into the underlying aquifer. The former are ‘public goods’, This diagram seeks to show the connection the latter quasi-public goods. The definition of between the natural capital and the elements of true public goods is that they are non-excludable landscape that contribute to the AONB’s natural (i.e. no-one can be stopped from benefiting from beauty, ecosystem services provided by them that good) and nonrival (one person’s enjoyment and their contribution to human health and well- does not preclude another’s). being. Natural beauty arises from natural capital, other landscape elements arising from it and Private markets may develop for some of these our perceptual responses to it. Together these goods in the future, but while they do not exist contribute to ecosystem services which support public investment should be made to adequately our health and wellbeing. reward the conservation of natural assets for their own sake as well as for their fundamental contribution to human health and wellbeing.
68 69 Chapter 9
POLICIES & OBJECTIVES 9. POLICY FRAMEWORK Page 212 Page
This Policy Framework sets out our objectives (what we want to achieve) and policies (broadly how we will meet the objectives) for managing the AONB to achieve the Vision. The policy framework concentrates on three key areas of interaction with natural beauty and the AONB’s landscape. The policy framework concentrates on three key areas of interaction with natural beauty and the AONB’s landscape:
covering farming, forestry, Each chapter includes background information to The working fishing and conservation land describe the topic, its significance to the AONB and its landscape management within the AONB. purposes, and a description of the current pressures and opportunities that relate to the topic.
There is also a description of the organisations with which the AONB Partnership works on each topic: this list is not exclusive, and all parties interested in delivery are welcomed. Exploring, covering access, tourism, understanding recreation and educational Policy context and engaging use of the AONB. This Management Plan sets out the priorities specifically Page 213 Page for the Dorset AONB in relation to the purposes of the AONB designation. Delivery of the plan will need to address several key challenges which have implications for the AONB in coming years, described in Chapter 4. Planning for covering forward planning, landscape development management There are many other plans, strategies and policies quality and infrastructure. that affect the management of the AONB. These are presented in the Strategic Environmental Assessment for the AONB Management Plan and are not repeated within this document.
In addition, there are objectives and policies which refer to Action planning the methods by which the conservation and enhancement of the AONB’s natural beauty will be best achieved. Annual, rolling action plans are drawn up by the AONB This is called: team. These concentrate on delivery directly by the team and its immediate partners and are available on the AONB website. ‘Offers’ of delivery are welcomed and should be made directly to the AONB team manager. Ways of working
72 73 9.1 9.1.1 The working landscape Significance Natural beauty and the AONB’s This chapter is largely focussed on land management, special qualities: fishing, and the products that come from them. While this is largely farming and forestry for producing agricultural or Landscape & landform Living Textbook woodland products, this chapter also encompasses land Many of the landscape features of today are The AONB’s history of agricultural management for conservation and/or recreational uses. the result of land management practices occupation has left significant marks On some sites, these are the primary aims, but even sites over the last 8,000 years, including in the landscape, from ‘Celtic’ field managed intensively for food/wood production support a the extent and type of woodlands and systems to vernacular farm buildings and range of wildlife and other ecosystem services. hedgerows, the presence of grasslands, related structures. Many of the AONB’s heathlands, downlands and arable land. villages’ historic buildings also relate to This chapter also considers fishing as an industry – primarily The ongoing management and existence an agricultural background. In 2017, there commercial sea fishing but also freshwater fishing interests; of those features most frequently depends were: 4,009 listed buildings (7 at risk); recreational uses are considered in chapter 9.2. The fishing on viable land management businesses. 543 scheduled monuments (117 at risk); industry holds an important place in the community and In 2017 48% of the AONB was covered by 18 registered parks and gardens; a World identity of coastal parts of the AONB. environmental stewardship and 58% of Heritage Site and 9 National Nature
Page 214 Page woodlands were managed. Reserves. All these activities are, or have traditionally been, about providing food, drink, wood and fibre and biomass. There is also important public investment in conservation ‘products’ such as increased farmland bird populations or enhanced Wildlife grassland flora which can provide an important income Relatively continuous land management Cultural legacy stream to support sensitive forms of these activities. These practices for hundreds, even thousands Over the centuries, Dorset’s landscapes products are considered here, particularly as people’s of years, has created the AONB’s main and their management have inspired poets, valued terrestrial habitats. Agricultural consumption choices can influence forms and styles of authors, scientists and artists, many of intensification (and in some cases, whom have left a rich legacy of cultural production. abandonment) over the last century has associations. caused the loss or shrinkage of these. Their output is part of the record of rural The AONB is largely a farmed landscape with farming There is a significant area of biodiversity life, as well as a collection of emotional occupying 77% and forestry 11% (unchanged since 2013). designations in 9 Special Areas of and artistic responses to the place. Some The number of land holdings in the AONB is 1,057 (up from Conservation and 3 Special Protection of Dorset’s strong current cultural sector 984 in 2013) and the number of registered fishing boats Areas in the AONB plus two Marine SACs have engaged with land management, in operating from ports within and adjacent to the AONB is 83 on its boundary. Together with 67 Sites of some cases raising questions or making (down from 125 in 2013). Special Scientific Interest and 646 Sites provocations about sustainability, the of Nature Conservation Importance, origins of our food and the artistry inherent There are many businesses which operate in the AONB they form the building blocks of a wildlife- in managing the land. which are beneficial for its economy, particularly the green rich landscape. economy. There are relevant policies throughout this plan which should encourage those enterprises.
74 75 9.1.2 Opportunities and pressures
Opportunities • Expanding forestry and woodland product Pressures -- Adoption of more damaging practices markets alongside strong markets for to extract maximum productivity at the • Delivery of the Government’s 25-year plan organic and/or locally-produced food. • Climate Change, will lead to: expense of natural assets. to improve the environment, including • Effective Catchment Partnerships and -- Shifts in species ranges, with more cold- -- Biodiversity, natural assets and farmer clusters, exist; the AONB team loving species moving northwards and -- The review of designated landscapes, ecosystem services being undervalued in leads a delivery pilot in the West Dorset new species arriving. scheduled for completion in 2019. decision making Rivers & Coastal Streams Catchment. -- Reduced species diversity and -- Delivery of Environmental Land -- Poor succession planning in farming • Beneficial landscape character and abundance, with the forecast changes Management Schemes: their design and businesses will lead to fewer, larger agri- quality change could be delivered by favouring species that can tolerate a resourcing are critical to achieving much businesses and reduced opportunities for measures to reduce nutrient loading range of conditions rather than those that of the following policy new entrants in the AONB’s watercourses have specialised. • The phase-out of the Basic Payment -- Delivery of a new Sustainable Fisheries • Forest Design Plans and the Forestry -- Increased pests & diseases, exacerbated Scheme will affect the profitability of Policy Commission’s Open Habitats Policy by global trade. many farms, particularly smaller farms. -- Planting new woodlands at appropriate are key to heathland restoration in -- Changing growing conditions requiring This may lead to land being managed locations that deliver multiple the South Purbeck Heaths. land managers to change what they grow in larger holdings with fewer workers environmental benefits. • Increased recognition of the natural assets per unit area which limits the ability Page 215 Page and how they grow it; -- Natural Flood Management in high-risk and ecosystem services that benefit to engage in standard operations in a -- Sea-level rise, with particular impacts catchments to collectively reduce the people in and surrounding the Dorset timely manner to avoid environmental in low-lying areas such as the shores of impacts of flooding events. AONB and the adoption of a Natural damage, or in conservation activities. Capital approach. This can facilitate Poole Harbour. • Agricultural infrastructure needs -- The proposed Nature Recovery Network the emerging markets for Payments • Market failure, where global economic (livestock sheds, slurry lagoons, etc.) -- New Marine Conservation Zone for Ecosystem Services and Nutrient forces result in decreased returns for • Loss of traditional skills from land designations Offsetting to help improve the condition of agricultural products may lead to: landscape and the water environment. It management businesses • Opportunities arising from our exit -- Inappropriate or lack of management that could also facilitate habitat management • Recreation & traffic pressure, from from the Common Agricultural Policy, will favour generic species and habitats, for carbon sequestration, for example. both residents and visitors, is impacting particularly the concept of public rather than specialists. rural road and footpath networks, payments for public goods and the • Developing focus on air quality, particularly -- Land abandonment (which may be particularly along the coast. transition from the Basic Payments with regard to agricultural emissions harmful to the landscape in some areas) Scheme to the Environmental of ammonia and nitrogen, alongside • Lack of current data and regular Land Management Scheme. an existing focus on water quality and -- Homogenisation of the landscape as land monitoring does not allow the catchment-based approach. management practices become more effective planning. intensive and uniform.
9.1.3 Natural England, Environment Agency, Forestry Commission, Historic England, farmers and Organisations important landowners and their representatives, Dorset to delivery Wildlife Trust, Farming & Wildlife Advisory Group SW, National Trust, RSPB, Local Authorities, Dorset Food & Drink, Kingston Maurward College 76 77
9.1.4 Objectives and policies
MANAGEMENT OF LAND AND a. Safeguard existing priority habitats A1 SEA CONSERVES & ENHANCES and the species they support MANAGEMENT OF LAND AND SEA NATURAL HERITAGE, NATURAL b. Restore lost or declining habitats and A3 SUPPORTS NATURAL PROCESSES a. Ensure environmental resilience and ASSETS, ECOSYSTEM FLOWS AND their associated species AND ALLOWS EVOLUTION WITH adaptation to change at a landscape THE SERVICES THEY PROVIDE c. Provide targeted, integrated advice ENVIRONMENTAL CHANGE scale. and support on best-practice The Dorset AONB Partnership will work b. Support coastal management which management of the AONBs natural The Dorset AONB Partnership will work with agencies, organisations, businesses promotes natural processes. assets, ecosystem flows and the with agencies, organisations, businesses and individuals to promote and support c. Discourage practices that do not services they provide. and individuals to promote and support management activities that conserve & activities that improve environmental support natural processes or allow d. Develop and support measures enhance the special qualities and natural resilience in the face of a changing evolution with environmental change. and activities which conserve and assets of the AONB, from which flow the environment, including climate change enhance the AONB’s natural assets ecosystem services that we all benefit adaptation, natural coastal management, including priority habitats and from. This includes the geodiversity water quality improvements and the species, ecosystem flows and the that exists within the AONB. Examples control of pests and disease. include supporting action to mitigate services they provide. Climate Change and programmes that e. Develop and support measures and work with land managers to adopt best activities which connect and expand practice, such as Environmental Land ecological networks. SKILLS FOR SUSTAINABLE LAND for primary producers, those working within Management Schemes and Catchment f. Develop and support measures A4 MANAGEMENT AND THE GREEN the supply chain that deliver sustainably
Page 216 Page Sensitive Farming. It also includes creation and activities which conserve and ECONOMY ARE FOSTERED produced goods to market, and those in and restoration of local landmarks, such enhance the coastal and marine the area’s green economy. as tree clumps and hedgerows. The environment, including the creation To ensure the required knowledge and a. Maintain and develop appropriate Partnership will also support incentives, of Marine Protected Areas at skills to conserve & enhance the special skills in sustainable management of advice and alternatives which promote the appropriate locations. qualities of the AONB are maintained and land and sea. its green economy is thriving, the Dorset conservation and enhancement of natural g. Discourage practices which are b. Maintain and develop appropriate AONB Partnership will work with training beauty and its constituent elements, harmful to the AONB’s natural assets skills required for the AONB’s green providers and education establishments alongside regulation and enforcement that and the services they provide. economy discourages adoption of practices that are alongside agencies, organisations, c. Promote training in, and use of, harmful to it. businesses and individuals to ensure that relevant opportunities are created, natural and historic environment promoted and supported. Support will be conservation skills to protect the special qualities of the AONB. MANAGEMENT OF LAND AND SEA Partnership will also support advice, A2 CONSERVES & ENHANCES THE alternatives, regulation and enforcement HISTORIC ENVIRONMENT that discourages adoption of practices that MARKETS FOR SUSTAINABLY a. Promote production, distribution and are harmful to the historic environment. A5 PRODUCED GOODS ARE use of products that deliver positive The Dorset AONB Partnership will work a. Provide targeted, integrated advice PROMOTED AND SUPPORTED economic, environmental and social with agencies, organisations, businesses and support on best-practice outcomes for the AONB. and individuals to promote and support management of the AONB’s historic The Dorset AONB Partnership will work with b. Promote the use of local woodland management activities that conserve & environment. Dorset Food & Drink, and other relevant products, including wood fuel enhance the various components that b. Develop and support measures organisations, to ensure that sustainably and timber for construction, that make up the historic environment, from and activities which conserve produced goods are produced, distributed are economically, socially and the Neolithic through to present day. This and enhance the AONB’s historic and available to all. environmentally sensitive for the will include addressing the Heritage at environment. AONB. Risk register, utilising Historic Landscape Characterisation and promoting the c. Discourage practices which are Monument Management approach. The harmful to the AONBs historic environment. The working landscape 78 79 9.2 9.2.1 Exploring, Understanding, Significance Engaging
This chapter focuses on how the Dorset AONB supports local people and visitors to explore, understand and engage with the landscape in a positive way. Landscape & landform Living textbook The varied landscape offers a range of The AONB offers a ‘living textbook’ for The coast and countryside of the Dorset AONB is a popular experiences for recreation and learning, people of all ages to experience, spanning area for recreation and leisure. Our remit is to manage both inland and along the Jurassic Coast geology, wildlife, human influence and the demand for recreation within the context of the conservation of natural beauty and the needs of agriculture, World Heritage Site. The AONB includes natural processes in the landscape and forestry and other uses. In 2016, there were estimated to be coastal and market towns, attractive adjoining marine environment. The 12.6 million day trips to the AONB and 1.8 million staying trips. villages and a wide range of natural and landscape is firmly embedded in many The landscape underpins our tourism-based economy and cultural heritage assets, with key sites educational initiatives in Dorset e.g. a supports local services. Tourism supports nearly 13,000 full such as Corfe Castle, Studland, Maiden strong Forest Schools network, outdoor time equivalent jobs in the AONB districts (West Dorset, Castle and Durdle Door. Away from these education centres and Kingston Maurward Weymouth & Portland, North Dorset and Purbeck), with key ‘honey-pot’ sites, visitors and local College. There are also established visitor spend contributing nearly £860 million to the local communities can experience tranquillity networks of adult learning for the large economy (2016 figures). The impact of visitors needs to be Page 217 Page in less well known but equally beautiful population of active retired such as U3A, carefully managed to ensure that the AONB can continue countryside and coastal locations. village societies and the WI. to sustain these benefits for generations to come, while retaining its natural beauty.
The AONB’s high quality landscape and heritage makes a Wildlife Cultural legacy substantial contribution to people’s physical health and The sites managed for wildlife by the The legacy of landscape inspired work mental wellbeing, providing opportunities for physical National Trust, Natural England, Dorset by authors, poets, scientists and artists activity, social interaction, relaxation and inspiration. Dorset has an extensive public rights of way network of Wildlife Trust, RSPB, Dorset Countryside is an important resource that can 2,383 miles of footpaths, bridleways and byways. The AONB and others often provide accessible galvanise an appreciation of landscape includes 71 miles of the South West Coast Path National Trail countryside for visitors through provision and landscape change. The AONB today (this includes the first section of the England Coast Path of car parking, links to public transport and remains a source of inspiration and has which will eventually succeed the SWCP) and a number of other visitor facilities. Wildlife also provides a vibrant contemporary arts community, other promoted long-distance walking and cycling routes. an inspiration for people to explore and which together with a rich cultural Walking is the most popular recreational activity nationally help conserve the landscape. Additionally, tradition, adds to the quality of life and it is the main activity of leisure trips. there are 5,461 hectares of open, of residents and draws many visitors. The Nearly 75,000 people live within the AONB boundary, accessible countryside in the AONB. landscape is used effectively as a venue making it one of the most heavily populated AONBs in for cultural performance - such as the the country – though as the fifth largest AONB, it remains Inside Out Dorset festivals as well as many sparsely populated in many areas. Local communities smaller scale local productions. The strong have a fundamental role in safeguarding its future; the more arts community in Dorset also provides people enjoy, understand and appreciate the importance a creative way to engage hard to reach of the area the greater their support and involvement in its audiences and communicating complex protection and sense of pride of place. issues.
80 81 9.1.2 Opportunities and pressures
Opportunities • An increased awareness of environmental Pressures • Climate and coastal change means an issues (‘the Blue Planet effect’) amongst increase in rockfalls and landslips, posing the general public offers opportunity potential danger to people visiting the • Dorset AONB provides outstanding health and • High visitor numbers, particularly along wellbeing opportunities through the natural to communicate issues at a local level, the coast in summer and public holidays; coast. Engaging people in understanding landscape and its heritage assets and has a including climate and coastal change, and conversely a lack of visitors and the the hazards is challenging; warning signs are key role to play in social prescribing. the impact on landscape and communities. associated economic benefits in many parts regularly ignored. The plethora of warning This heightened awareness may lead to signs in some locations impacts negatively • The Government’s 25 Year Environment of inland Dorset. Some areas experience opportunities for behavioural change, working great recreational pressure in excess on the landscape. Plan – recognising the value of the natural with and learning from organisations such as environment for health and wellbeing and of a carrying capacity with impacts on Litter Free Coast & Sea and Litter Free Dorset, • A significant number of people don’t visit or setting some ‘targets’ around use of green wildlife and rural character; careful visitor and engaging visitors in contributing to the management is required. have access to the AONB due to poverty, space for health services, getting children management of rural and coastal areas. rural isolation, exacerbated by lack of public close to nature and encouraging young people transport or lack of easy access to public to take action to improve the environment. • Better promotion of existing public transport, • Majority of visitors use their car to get including links to walks. Community transport around, impacting significantly on the rights of way. • Dorset’s NHS Sustainability and could be further developed and promoted to AONB’s landscape and environment. Public Transformation Plan is innovative in its provide better access to the countryside. transport provision has declined for many • In many places the rights of way network is prioritisation of ‘prevention at scale’. locations, especially in more rural areas. fragmented often forcing walkers and riders • Dorset Countryside are developing support This underlines the importance of active Where there are reliable bus services, a on to country roads, often alongside traffic for parishes to manage and prioritise recreation and nature connection and high level of bus-pass impacts upon the travelling at the national speed limit. maintenance of their own Public Rights of Way provides a mechanism to attract resources to economic sustainability of services while facilitate it. (PROW), including monitoring user impact on • There is limited awareness about the AONB
Page 218 Page highlighting the importance of bus travel for routes through fixed point photography. and the work of the AONB Partnership • A growing active retired community offers that demographic. amongst visitors and local people. a potential resource, and the opportunity • Artist-led approaches to improving the public to reduce health problems through active realm, visitor welcome and experience in • Intensive pressure on some areas, e.g. Ongoing budget constraints and increasing engagement with the landscape. consultation with local communities. an increasing number of organised long- • distance runs, walks and rides with very pressure on funding sources which may be • Engaging communities, local businesses • Further development of well-established high numbers of participants can be exacerbated post Brexit. and cultural organisations to develop joined volunteer base, working with partners such as detrimental to the landscape and the visitor up tourism offer inland. A year-round, high- NT, DWT, JCT and Parish Councils. experience. Group visits from cruise ships • Organisational and curriculum changes in quality cultural or wildlife tourism offer would • Rationalisation and improved quality also exacerbate capacity issues at some schools and budgetary constraints make it help extend the season, reduce pressure at of landscape interpretation, using JCT locations. difficult to sustain engagement and support peak times and spread economic benefits interpretation framework for coastal for landscape focussed learning with throughout the year. initiatives. There are also opportunities for schools. • Marine and beach litter as well as road litter • Promote and encourage festivals which artist-led approaches including temporary, and fly tipping continue to be an issue. celebrate the natural beauty of the area to site specific and permanent interpretative • Second homes and relatively wealthy attract people in shoulder seasons. materials. incomers driving costs of housing up and impacting on viability of communities. • Brexit may further increase the popularity of • High quality, engaging on-line content, the ‘staycation’. including virtual experiences for those unable to visit the countryside. • Voluntary codes of conducts developed to reduce conflict and pressure e.g. Fossil • Help coordinate and sustain the development collecting, coasteering. of ‘models of good practice’ to support 9.2.3 National Trust, Natural England, South West Coast schools, Higher and Further education Path Association, Jurassic Coast Trust, • Promotion of inland walking (e.g. Wessex establishments and lifelong learning groups Ridgeway) and cycling routes to spread Organisations important Local Highways Authority, Local Authority to embed learning about the landscape and Ranger Service, Dorset Coast Forum, Litter Free visitor economic benefits inland and reduce increase educational visits. to delivery the pressure on the coast, though better Coast & Sea, Litter Free Dorset, Dorset Tourism maintenance and waymarking of some inland • Promote the landscape within Public Association, Visit Dorset, Arts Development routes is required. Health Dorset’s ‘Whole School Approach’; Company and other cultural partners, educational an integrated strategy for pupil health and institutions, Dorset Wildlife Trust, RSPB, Public wellbeing in schools. Health Dorset and East Devon AONB.
82 83 9.2.4 Objectives and policies
OPPORTUNITIES TO EXPERIENCE b. Develop and support measures to AND ACCESS THE LANDSCAPE FOR improve accessibility to the coast & B1 HEALTH & WELLBEING BENEFITS countryside for all, where compatible ARE PLENTIFUL with the purposes of AONB designation. THERE IS WIDE AWARENESS AND c. Support initiatives for children and c. Develop and support measures to a. Support and develop activities UNDERSTANDING OF THE DORSET young people to understand more enable people to experience the B3 that increase health and wellbeing AONB LANDSCAPE, ITS SPECIAL about the Dorset AONB and its landscape remotely. by establishing and strengthening QUALITIES AND MANAGEMENT special qualities through learning connections to the landscape and outside the classroom, curricular and nature. extra-curricular activities. a. Support and develop a wide variety of visitor experiences to showcase and d. Support lifelong learning celebrate the special qualities of the opportunities in the Dorset AONB. AONB. e. Develop understanding of a dynamic HIGH QUALITY SUSTAINABLE c. Support measures to improve b. Rationalise and improve landscape and changing climate. B2 TOURISM AND ACCESS IS connectivity and functionality of the interpretation to enhance visitor f. Promote the significance of the WIDELY AVAILABLE public rights of way network, including experience, reduce clutter in the AONB designation and the work of Page 219 Page long distance routes, to meet local landscape and inform the public the Dorset AONB partnership and the and visitor needs. about the landscape and safety wider family of protected landscapes. a. Develop and support inland visitor experiences compatible with the d. Develop, support and promote purposes of AONB designation integrated sustainable access and to spread economic benefits and travel options in the AONB. reduce pressure on the coast. e. Support and promote measures to LOCAL PEOPLE ARE ACTIVELY b. Support volunteer activity that b. .evelop and support measures reduce litter, including marine and ENGAGED IN CONSERVING AND contributes to the conservation and beach litter, and encourage safe and to engage communities, cultural B4 ENHANCING THE NATURAL enhancement of the Dorset AONB organisations and tourism businesses considerate use of the coast and BEAUTY OF THE AONB, ITS SPECIAL landscape. countryside. to create and promote sustainable QUALITIES, NATURAL PROCESSES c. Promote sustainable living among visitor experiences, including use of AND ECOSYSTEM BENEFITS communities in the AONB to reduce assets such as local food and drink. impacts on the local environment and increase access to environmental a. Support and encourage opportunities benefits. for parish and town councils, community groups, businesses and d. Involve local people in monitoring and individuals to conserve and enhance recording landscape change. the AONB e. Promote and support the celebration and conservation of local distinctiveness
84 Exploring, Understanding, Engaging 85 9.3 9.3.1 Planning for landscape quality Significance
The high quality of Dorset’s AONBs landscapes must be conserved and enhanced. To achieve this the national importance of the AONB needs to be recognised and reinforced, thereby ensuring that changes within the AONB meet the highest standards of sustainability, design and quality. Landscape & landform Living Textbook Development affecting the AONB should be compatible with The physical and perceptual The AONB contains highly important the character and appearance of the AONB and we should also characteristics of a landscape are what natural and manmade landscape features aim to achieve landscape gain from development, wherever makes a place. The AONB is valued for that tell us about the past, including our possible. This chapter contains objectives and policies that its special qualities, which include its natural history and civilization. Planning has support sustainable development that conserves and enhances undeveloped rural character, exceptional the potential to both safeguard historical the natural beauty and special qualities of the AONB, while undeveloped coastline, tranquillity and assets and reveal their significance. The minimising impacts to natural processes and ecosystem flows. dark night skies. Such landscape attributes ongoing appreciation of these assets The National Planning Policy Framework 2018 confirmed that need to be maintained for the future and relies on their conservation and ongoing the whole purpose of planning is to help achieve sustainable this is best achieved through development positive management, as well as measures development, and its paragraph 172 states that great weight that respects the pattern and character of that improve our interpretation and Page 220 Page should be given to conserving and enhancing landscape and natural beauty in AONBs. In defining sustainable development, the places in which it is located. understanding of them. national policy acknowledges the diverse role of the environment, contributing to the protection and enhancement of the natural, built and historic environment, habitats and Wildlife Cultural legacy species, and the reduction of pollution. When development impacts upon the Changes to culturally significant wildlife of its environs, the planning system landscapes can often evoke deep feelings The AONB is a living and constantly evolving landscape, the must ensure that these effects are dealt from those who value them. The planning result of human interaction with the natural environment. with appropriately. Ranging from locally system has a key role to play in delivering Sensitively sited and designed development can make a important features to internationally sensitive change in areas with strong positive contribution to the AONB, not only in the way it appears significant sites, all habitats within the cultural identities, by safeguarding assets in the landscape but how it contributes to sustaining local AONB make some form of contribution and better revealing their significance. communities and the landscape itself. However, inappropriate to a supporting structure of the area’s development is one of the greatest threats to the AONB, if its natural beauty. Securing mitigation scale, siting and design is unsympathetic to the landscape, has and enhancement measures that are a negative impact on character or affects the ability of residents appropriate to site specific considerations and visitors to enjoy the landscape. Most planning decisions in is a key output of positive landscape the AONB are made by a local planning authority who, under planning. the Countryside and Rights of Way Act 2000, has a statutory duty of regard for the primary purpose of the AONB to conserve and enhance natural beauty when discharging this and other functions. As the Government’s statutory advisor on landscape, Natural England may provide advice on landscape matters, particularly in response to larger proposals. The AONB Team also provides landscape advice through an agreed planning protocol.
86 87 9.3.2 Opportunities and pressures
Opportunities • Investment in landscape enhancement Pressures • Visitors and recreation: by major infrastructure providers, being -- The ability of popular areas to absorb • New development and planning gain led and exemplified by National Grid • Demographic changes: further visitor pressure is finite and may provide opportunities to conserve, through the Visual Impact Provision. -- An increase in population brings a need requires careful management; enhance restore and create valued • There are opportunities to soften the for wider infrastructure and service -- Changes to recreational uses within the landscape features. Established impact of traffic management schemes upgrades; countryside, including increased activity, compensatory mechanisms (such as within villages through sensitive design -- Housing stock not well aligned with affect landscape character; that related to Wytch Farm) provide measures, such as those contained demand; -- Overprovision of visitor accommodation a functional model for ameliorating within the traffic in villages toolkit. -- An increasing number of second homes affects levels of residential housing stock; landscape impacts that cannot be • There are opportunities to improve distorts the housing market; -- The popularity of some areas, particularly avoided or directly mitigated. sustainability through the implementation -- An ageing population affects the along the coast, brings significant • NPPF 2018 reinforces the net gain of small scale-renewable energy projects sustainability of some community pressure for expansion of camping and caravanning sites in sensitive locations; principle in development for establishing and community energy initiatives. facilities and services. coherent ecological networks. Published Dorset AONB guidance on -- Glamping can introduce semi-permanent • The requirement for developments in wind energy development provides features in sensitive areas; the Poole Harbour catchment to be spatially-relevant context and detail. -- Incremental changes are affecting rural roads, including signage, traffic Page 221 Page nutrient neutral creates opportunities • Changes in agriculture may result in management and road improvement for beneficial landscape change). opportunities for the redevelopment initiatives. • The popularity of Dorset as a destination of brownfield countryside sites that -- Ongoing interest in oil and gas extraction to live and work and the resultant can serve emerging purposes. within parts of the AONB development pressure will create • Continued growth in demand for camping, -- Changes to farming practices include opportunities for securing planning gain, particularly glamping, can provide a trend toward an increasing scale of including landscape enhancement and good diversification opportunities if operations with associated landscape biodiversity measures, such as those sensitively designed and situated. and visual effects from farms; that can be achieved through the Dorset • Advances in communication technology -- Coastal change and management will Biodiversity Appraisal process. has the potential to diversify the result in pressure to defend and/or • There are opportunities to enhance traditional nature of the rural economy relocate assets. the sustainability and vitality of • Partnerships with artists and cultural communities through increased organisations provide a creative approach provision of affordable housing in to enhancements the public realm. response to recognised local need. • Longevity and value-for-money in 9.3.3 Natural England, Environment Agency, Forestry • Emerging techniques in remote development can be achieved with high Commission, Historic England, farmers and sensing and tranquillity modelling quality design and good materials. Organisations important landowners and their representatives, Dorset provide opportunities for monitoring to delivery Wildlife Trust, Farming & Wildlife Advisory Group landscape condition. SW, National Trust, RSPB, Local Authorities, • Neighbourhood planning provides a tool Dorset Food & Drink, Kingston Maurward College through which communities can direct growth toward locations that conserve and enhance local character.
88 89 9.3.4 Objectives and policies LANDSCAPE ASSESSMENT & e. The conservation and enhancement C2 MONITORING IS EFFECTIVE AND of the AONB’s special qualities will THE AONB AND ITS SETTING IS contribution to landscape ecology. SUPPORTS GOOD DECISION- be a significant consideration in the CONSERVED AND ENHANCED The net result of these contributions C1 MAKING planning balance. BY GOOD PLANNING AND should be landscape gain. f. Proposals that are harmful to the DEVELOPMENT e. Full consideration of geodiversity a. Proposals affecting the AONB will be conservation is required in plans character and appearance of the area assessed to a high standard. will not be permitted unless there a. Support development that conserves and strategies affecting the AONB, and enhances the AONB, ensuring e.g. local plans, mineral plans and b. Landscape and seascape character are benefits that clearly outweigh sensitive siting and design respects shoreline management plans. The assessment will be used to consider the significant protection afforded to local character. Development that close links between geodiversity the effects of proposals on the the conservation and enhancement does not conserve and enhance the conservation, extraction industries, character and appearance of the of the AONB. Where impacts cannot AONB will only be supported if it is landscape and built environment AONB. be mitigated, planning gain and conservation should be recognised. necessary and in the public interest. c. Local and Neighbourhood Plans must compensatory measures will be Major development decisions need f. The AONB’s coast will be conserved be supported by a robust landscape considered. to include detailed consideration of and enhanced and significant evidence base. g. Changes in landscape condition will relevant exceptional circumstances. weight will be given to maintaining be monitored and assessed to inform b. The conservation, enhancement its undeveloped and tranquil nature. d. The key test of a proposal against the appropriate action. and creation/restoration of The importance of the AONB’s statutory purpose of the AONB will appropriate landscape features such coastal areas as the setting for the be its ability to demonstrate that the as landmarks, artworks, boundary World Heritage Site (WHS) will be proposed change would conserve features, tree clumps etc, will be recognised and the presentation and and enhance landscape and scenic visitor experience of this asset will regarded favourably. There should be beauty. a net gain in terms of the landscape be protected from both individual Page 222 Page and its constituent elements. developments and cumulative effects of incremental change. c. High quality design, materials and standards of workmanship are g. Approaches to coastal management NECESSARY DEVELOPMENT IS d. Support the working of minerals sites that promote natural processes required of developments within the C3 SUPPORTED at an appropriate scale and density will be adopted wherever possible AONB. Good design and material use in the AONB for the supply of building and the objectives of coastal does not have to be a cost burden, materials to conserve and enhance however where this requirement change management areas will be a. Support appropriate farm local character. Secure appropriate affects development viability implemented. and high-quality restoration of consideration will be given to the h. The landward and seaward setting diversification schemes, particularly balance between the public benefits of the AONB will be planned and where these contribute to the minerals sites to benefit landscape, of a proposal and the significance of managed in a manner that conserves conservation, enhancement and biodiversity and access. its landscape and visual effects. When and enhances the character and sustainable development of the e. Support measures to increase energy the landscape and visual effects appearance of the AONB. Views AONB. efficiency. of a development cannot be fully into and out of the AONB and non- b. Support affordable housing within f. Support renewable energy production addressed through primary design visual effects, such as noise and appropriate rural exception sites measures, appropriate and robust wider environmental impacts, will be where compatible with the objectives that meet proven local need. Good, secondary mitigation measures appropriately assessed. of AONB designation. locally-sensitive design should be that can be delivered, enforced and i. Within the seaward setting of the g. Support well designed projects that maintained will be required. AONB, support will be given to the pursued. reduce the impact of traffic in the d. Developments will be required to conservation and enhancement of c. Support restoration of traditional AONB. make a positive contribution to the the coastal and marine environment. barns, buildings and other structures h. Support woodland planting and Support will be given to sustainable overall green infrastructure and that maintains or enhances management proposals that are ecological networks. All aspects of management, including the creation landscape character quality, ensuring appropriate to landscape character green infrastructure, e.g. sustainable of Marine Protected Areas at diversification benefits are not appropriate locations. and deliver clear enhancements for drainage, also require good design outweighed by adverse effects on the that respects local character and biodiversity, habitat connectivity and environment. must also make an appropriate public amenity.
90 Planning for landscape quality 91 DEVELOPMENT WHICH HAS g. Protect the AONB from C4 NEGATIVE EFFECTS ON THE an overprovision of visitor NATURAL BEAUTY OF THE accommodation including AONB, ITS SPECIAL QUALITIES, camping, caravanning and glamping ECOSYSTEM FLOWS AND NATURAL sites particularly where existing PROCESSES IS AVOIDED development weakens the character and appearance of the countryside. Changes in landscape condition will be monitored and assessed to inform a. Remove existing and avoid creating appropriate action. new features which are detrimental to landscape character, tranquillity, and Avoid large scale and/or high the AONB’s special qualities. density housing and employment development at settlement edges b. Require the use of previously when such development weakens developed land where this will limit the character and appearance of the expansion of built development the countryside. into sensitive undeveloped countryside. h. Discourage growth in the number of c. Protect and where possible enhance second homes within the AONB. the quality of views into, within and i. Resist proliferation of masts and out of the AONB. other vertical structures, requiring the Page 223 Page d. Protect the pattern of landscape sharing of infrastructure by service features, including settlements, that providers. underpin local identity. e. Avoid and reduce the impacts of j. Ensure coastal and flood defences, development on biodiversity. Require as well as aquaculture and fishery development to follow the hierarchy development, are compatible with of avoid, mitigate and compensate the AONB’s exceptional undeveloped and to achieve a net gain for coastline biodiversity. k. Require further permanent oil and f. Avoid and reduce cumulative effects gas infrastructure to reuse/augment that erode landscape character and quality. existing areas of development and contribute to restoration of the wider landscape. l. Avoid urbanisation and other negative impacts of highway management.
92 9.4 9.4.2 Ways of working Opportunities & pressures
This chapter sets out principles by which the AONB Partnership operates. Abiding by these principles will encourage coherent, coordinated activity to conserve and Opportunities • Local Government Review could enhance the natural beauty and special qualities of the potentially result in more consistent • The Dorset AONB is home to over application of related policy across the 75,000 people: this is a considerable AONB 9.4.1 potential resource for activity which contributes towards the conservation Significance and enhancement of natural beauty.
This chapter relates to the community and organisational • Provision, curation and development Pressures environment in and around the Dorset AONB, rather than of environmental data and information is supported by strong organisations in • Many people experience barriers to directly to its special qualities and natural beauty. Dorset. getting involved in activities related to their local environment. Barriers are • The AONB Partnership occupies a both real and perceptual, ranging from position of trust and can act as an a sense that ‘the countryside is not for
Page 224 Page ‘honest broker’ bringing various interests me’, to a lack of either time or resources together for project development or to engage. information provision. • Local Government Review could • The AONB Partnership has a strong potentially result in fewer local authority track record in managing collaborative staff covering a larger area; alongside an projects in practical delivery and inevitable loss of skills and experience engagement. there may be reduced capacity for engaging in new initiatives. • There exist some exemplar partnerships working in and across the AONB • Financial pressures on the wider facilitating the delivery of the aims within delivery partnership have meant that this management plan. These include there is reduced capacity to engage in Dorset Coast Forum, Dorset Food & new partnerships or initiatives; there Drink, Dorset Cultural Partnership, is also reduced capacity to effectively Dorset Tourism Association, Wild engage community stakeholders. Purbeck Partnership and the Dorset Local Nature Partnership.
9.4.3 Local Authorities, Town and Parish Councils (including the Association for Town and Parish Organisations important Councils), Catchment Partnerships, Community to delivery Partnerships, Dorset Environmental Record Centre, Dorset History Centre, Kingston Maurward College, Natural England, National Trust, Jurassic Coast Trust, arts and culture partners.
94 95 9.4.4 Objectives and policies
LOCAL PEOPLE ARE ENGAGED The plan will not succeed if it is widely IN KEY DECISIONS RELATING TO D1 felt that conservation is something THEIR LOCAL ENVIRONMENTS IN that is imposed upon communities, THE AONB individuals and organisations as opposed to something done with their knowledge, understanding and support. Achieving sustainable change in the MONITORING INFORMS AND AONB requires the participation of D3 Partnership is responsible for monitoring large numbers of people, through a. Carry out effective engagement ENABLES ADAPTATION TO landscape condition, a full assessment organisations or individually. In seeking and consultation in plan-making and ACHIEVE BEST OUTCOMES of which should be undertaken every to achieve the aims of this management management plan period. project development plan and the purposes of AONB designation, it is important that this The principle of adaptive management a. Promote monitoring of key habitats, participation is fostered and encouraged. requires ongoing monitoring to ensure indicator species, geological and desired aims and outcomes are being historic assets, and perceptual achieved. With effective monitoring, qualities of the AONB DECISION-MAKING IS SUPPORTED c. Promote understanding and when progress towards desired b. Promote observation of landscape D2 BY THE BEST AVAILABLE application of conservation resources outcomes slows or stalls, the methods condition to prioritise changes in
Page 225 Page INFORMATION, UNDERSTANDING, and tools for the natural and historic can be changed. The AONB Partnership management GOOD PRACTICE, TOOLS AND environment works with a wide range of bodies to c. Promote understanding of which ORGANISATIONS d. Promote the training in, and use gather, hold and share data relevant people are affected by this plan’s of, conservation skills to conserve to AONB management. The AONB policy and related actions, and how and enhance landscape character a. Promote research and deeper including the natural, historic and understanding of the AONB its special cultural environment COLLABORATIVE WORKING a. Promote links between organisations qualities, landscape elements and e. Support the development and D4 IS DEVELOPED THROUGH neighbouring marine environment use of key information resources, where this will help achieve AONB PARTNERSHIPS b. Promote the use of landscape and repositories and their managing Management Plan aims seascape character assessment to organisations. This includes, but is b. Management decisions are integrated not limited to, Dorset Environmental shape decisions affecting the AONB across the land/sea boundary and assist planning for positive Record Centre, Dorset Historic Support key partnerships and initiatives change Environment Record (HER), Dorset which bring organisations and individuals c. Cultural initiatives, opportunities History Centre, Selected Heritage together to deliver AONB objectives. and organisations are embedded in Inventory for Natural England (SHINE) Wide partnerships can deliver on many delivery and the Portable Antiquities Scheme fronts and achieve greater output and (PAS) to a wider audience than could be done individually. Learning and trust built between organisations and individuals also aids future delivery.
96 Ways of working 97 Chaper 10
10.DELIVERY COMBINED EFFORT This is an aspirational plan which Page 226 Page requires the combined effort and resources of a wide range of partners. The AONB Partnership acknowledge that this is not a central remit for many of these partners but assert that investment in delivery has returns for the environment, the community and for sustainable businesses.
98 In addition to its core roles, the AONB Partnership’s team will prioritise the following areas of project activity:
Area-based
• A landscape-scale project conserving natural and cultural landscape heritage in the Marshwood Vale and Brit Valleys. This should provide opportunities for local people to increase their understanding of and engagement with the landscape Over the next 5 years, the AONB Partnership will produce an annual heritage and develop a skills base for its ongoing management. business plan with a time horizon beyond the year of the plan to ensure It will also explore the future of farming in the area and multi-year activities are supported. This will be primarily for those develop models for modern sustainable land use. resources within its direct control. However, where partners view the • Landscape enhancements in the South Dorset Ridgeway as a value of their work’s endorsement by inclusion within this annual plan, legacy of the South Dorset Ridgeway Landscape Partnership it will be welcomed. and support for National Grid in its endeavours to place underground 8km of high voltage electricity transmission line. At the time of writing the Partnership’s annual income from Defra and • Landscape enhancements across the Wild Purbeck its local authority partners is around £290,000. This is cut to provide Nature Improvement Area by convening and chairing its for the core team of 6 (4.5 FTE), support its largely externally-funded partnership, and by promoting and administrating the Wytch Page 227 Page projects and provide a Sustainable Development Fund to enable Farm Landscape and Access Enhancement Fund. community implementation of this plan. • Visitor management and visitor experience enhancement across the Jurassic Coast and using that expertise to develop greater The Partnership’s team will prioritise its core responsibilities: inland opportunities.
Provision of high-quality advice on strategic planning, development management and agri-environment delivery. Thematic Securing additional resources to implement programmes of delivery The development, implementation and rollout which meet the objectives of this plan. • of a new agri-environment scheme.
Promoting this plan, its vision and objectives to secure support for • Promotion of local food and drink products, delivery particularly those that are related to the beneficial management of the AONB’s landscape. • Activities which connect people with nature and the natural landscape, particularly younger people, older people, those living with dementia and their carers and anyone isolated by rurality. There is a strong role for developing cultural activities to support this aim. • Promotion of landscape management skills.
The Partnership will remain flexible enough to support, shape or lead relevant opportunities to deliver this policy framework where they arise.
100 101 Chaper 11
11.ORGANISATIONS ENDORSING THIS Page 228 Page PLAN
This Management Plan will be officially endorsed by the AONB Partnership before adoption by the relevant local authorities. The many of these partners but assert that investment in delivery has returns for the environment, the community and for sustainable businesses.
WORKING TOGETHER
102 The AONB Partnership Board includes representation from:
• Dorset Association of Parish & Town Councils • Dorset County Council • Dorset Local Enterprise Partnership • Dorset Local Nature Partnership • Dorset Natural History & Archaeological Society • Dorset Country Land & Business Association • Dorset Local Enterprise Partnership • Devon County Council • East Devon District Council • Environment Agency • Historic England • Jurassic Coast Trust • National Farmers Union • National Trust • Natural England
Page 229 Page • North Dorset District Council • Purbeck District Council • Purbeck Heritage Network • Somerset County Council • South Somerset District Council • West Dorset District Council • Weymouth & Portland Borough Council • [The Board is seeking a sector representative to replace the Dorset Cultural Partnership]
In addition, we are seeking endorsement from a wide range of organisations with whom the AONB Partnership works on delivery. They will be listed here.
Logos and delivery list to be updated for PB meeting on 15th November
Maps in this document use data derived from Ordnance Survey.
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